2011 Annual Budget- Bensenville

BENSENVILLE, ILLINOIS

2011 Honoring our Past.

Shaping our Future Village Of Bensenville Annual Budget 1

ANNUAL BUDGET Calendar Year January 01, 2011 - December 31, 2011

VILLAGE BOARD Frank Soto John Adamowski Morris Bartlett Patricia Johnson Martin O'Connell, III Oronzo Peconio Henry Wesseler

Village President Village Trustee Village Trustee Village Trustee Village Trustee Village Trustee Village Trustee

JoEllen Ridder Village Clerk Michael Cassady Village Manager

PREPARED & PRESENTED BY Timothy J. Sloth, CPA Director of Finance

VILLAGE HALL 12 South Center Street Bensenville, Illinois 60106 630.766.8200 www.bensenville.il.us

2

Table of Contents

Mission and Vision Statement

4

Organizational Chart

5

Village Profile

6-8

Executive Summary

9-17

Annual Operating Budget Overview

18-19

Accounting System and Budgetary Control

20

Summary of Financial Policies

21-23

Strategic Plan

24-26

Supplemental Information

27-28

Village Information

29-30

General Budget Review

31-32

Budget Summary

33-38

Combined Statement of Revenues and Expenditures

39-45

EAV, Tax Rates and Discussions

46-47

Debt Policy

48-49

Total District Budget

50-53

Departmental Budgets A. Governance B. Office of the Village Manager C. Finance Department D. Police Department E. Public Works Department F. Community and Economic Development G. Recreation & Community Programming

54-59 60-65 66-70 71-76 77-82 83-86 87-91

Appendices A. 2011 Capital Improvement Plan 2011 B. Budget and Financial Policies C. Approved Budget Ordinance D. Capital Asset Policy E. Glossary

92-100 101-108 109-130 131-133 134-136

3

Our Mission The Mission of Village Government is to be FINANCIALLY SOUND and provide customer friendly services of the highest quality.

The Village Government engages residents and partners for community benefit.

Village of Bensenville Vision 2025 Bensenville 2025 is a beautiful village where families make it their hometown.

The Village has an alive and thriving downtown, stable residential neighborhoods and enjoyable living. – “Making Bensenville a Great Place to Live.”

The Village is recognized as a Major Business and Corporate Center adjacent to O’Hare Airport, has vibrant, inviting major commercial corridors and easy connectivity within the village, to the Chicago region and to the world. – “Making Bensenville a Great Place for Business.”

4

Village of Bensenville Organization Chart

Bensenville Residents

Appointed Boards & Commissions Community Development Commission Board of Police Commissioners Police Pension Board

Village President and Board of Trustees

Village Clerk

Corporate Counsel

Village Manager Office of the Village Manager Community Outreach /Public Relations

Office of the Village Clerk Records Management Board Meeting Minutes

Deputy Village Manager

Grant Writing Information Systems Human Resources Risk Management Emergency Management Recycling & Refuse

(production and preservation)

Department of Finance

Department of Community & Economic Development

Director of Finance Financial Services Payroll Processing Utility Billing Front Desk Operations

Director of Community & Economic Development Economic Development Planning Code Compliance (includes Permitting and Inspectional Services)

Department of Recreation and Community Programming

Department of Public Works

Police Department Police Chief

Director of Public Works Director of Recreation and Community Programming Redmond Facilities & Programs Skating Facilities & Programs Aquatic Facilities & Programs Concessions Theater Special Events & Programs

5

Engineering GIS Street Operations Property Maintenance (includes vehicles, buildings & public lands)

Utility Operations Transit Services Capital Projects

Records Investigations Patrol Operations (Includes Code Enforcement)

Communications

VILLAGE OF BENSENVILLE PROFILE Incorporated The Village of Bensenville, a non-home rule community as defined by the Illinois Constitution, was incorporated in 1884.

Governed

The Village operates under the Council-Manager form of local government which combines the political leadership of elected officials with the managerial experience of a professional Village Manager. Bensenville has eight elected officials – six Trustees, a Clerk and a President all of which serve a four year term. Current Board members are Frank Soto, President; Trustees John Adamowski, Morris Bartlett, Patricia Johnson, Martin O’Connell, III, Oronzo Peconio and Henry Wesseler; and JoEllen Ridder Clerk .

Boundaries

The Village of Bensenville is located approximately 17 miles northwest of downtown Chicago, bordering the southwest corner of O’Hare International Airport. The Village is primarily located in DuPage County with a small section (3.2%) in Cook County. The Village comprises a total land area of approximately 5.6 miles.

Population

Population as reported by the 2000 census is 20,703. As of this writing the 2010 census is unavailable.

Real Estate

The equalized assessed value (EAV) of real estate for 2009 is $747,966,681.

Tax Rate

The tax rate for 2009 is $.6463 per $100 of assessed value

Debt Rating

The Village issues General Obligation Bonds for capital improvements and currently holds an “A1” bond rating from Moody's Investor Service on its outstanding debt and an A+ / Stable rating from Standard and Poor’s.

Resources

The Village holds title to 184 acres of land which includes land for village facilities, parks, trails, ball fields, wetlands and open space.

Additionally, The Village maintains a Village Hall, a public safety facility housing a police and emergency management, a public works facility, a movie theatre, two ice arenas and an indoor aquatic facility. The Village also owns and maintains the 88 acre Redmond Recreational Complex which has 2 baseball fields, a soccer field, outdoor basketball courts, sand volleyball, a canoe launch, band shell, a 1.2 mile walking path, a lake and a wetland nature preserve.

Services

The Village provides a full range of services to its citizens, including police protection, emergency disaster management services, general governance, maintenance of village highways, 6

Profile (Continued) streets and sidewalks, community and economic development, code enforcement, water and sewer utility services, refuse and recycling as well as recreational services. The Village also hosts a variety of special events including, the “Music in the Park” summer concert series, classic car nights, fishing derby, holiday magic, and Liberty Fest (annual Fourth of July fireworks and celebration).

Staff

The Village has an appointed Village Manager responsible to the Board of Trustees for the administration of the Village which includes a full-time staff of 111, and 105 year round part-time and 30 seasonal employees. Additionally, the members of the community frequently volunteer to assist with special events.

Affiliations The Village actively participates, maintains intergovernmental agreements, or is affiliated with the following organizations: International City / County Management Association (ICMA), Illinois City / County Management Association (ILCMA), DuPage Mayors and Managers Conference (DMMC), DuPage Major Crime Task Force, DuPage Emergency Telephone System Board, DuPage County Arson Task Force, DuPage Children’s Center, Northeast DuPage Youth and Family Services, Veterans of Foreign War, Bensenville Boys and Girls Athletic Association, Bensenville Lions Club, American Legion, Fenton High School District 100, Bensenville School District 2, Bensenville Chamber of Commerce, Bensenville Intergovernmental Group (BIG), International Council of Shopping Centers, Elk Grove Village, Village of Wood Dale, City of Chicago, State of Illinois, Illinois Law Enforcement Alarm System Mutual Aid Agreement, West Central Municipal Conference, Bensenville Park District, DuPage County, Bensenville Library District, Bensenville Fire District No. 2, College of DuPage, Chicago Steel Hockey, Addision Township, Bensenville Rotary Club, and the Forest Preserve District of DuPage County Contact

Village of Bensenville 12 S. Center Street Bensenville, IL 60106 (630) 766-8200. www.bensenville.il.us

7

´

Village of Bensenville 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37

Devon Av

36 83

)

Thorn

dale A

v

Rt 83

35

22 Foster Av

York Rd

23

83

)

7

Hillside Dr

19

)

19

)

Irving Park Rd

21 30 20

Main

4 26

St

19

Johnson School Blackhawk Junior High School Chippewa School Fenton High School Friedens Cemetery Immanuel School Mohawk School River Forest Country Club Saint Alexis School Saint Charles Borromeo School Tioga School Water Park White Pines Country Club Zion Cemetery Public Works Facility Landscape Waste Yard Edge 2 Ice Arena Edge Ice Arena Village Hall Police Department Water Tower Public Works North Facility Fire Station Water Tower Fire Station Teen Center Sunrise Park Sunset Park Lions Park Veterans Park Diorlo Park Redmond Recreational Complex Kremples Park Margie Park Mohawk Park Terrace Park Varble Park

28 29 9

2

Gr e

31

15 17

Jefferson St

25

Church Rd

83

)

18 32

5 13 34 33

14

St

27

11 3

1

en

8

24

6 Grand Av

10

8

County Line Rd

37

12

16

The Mission of the Village of Bensenville

Village Board

The Mission of Village Government is to be financially sound and provide customer friendly services of the highest quality.

President Frank Soto

Trustees

John Adamowski Morris Bartlett Patricia A. Johnson Martin O’Connell Oronzo Peconio Henry Wesseler

Village Clerk JoEllen Ridder

Village Manager Michael Cassady

The Village Government engages residents and partners for community benefit.

December 14, 2010 Village President Members of the Board of Trustees Dear President and Board Members: It is my privilege to present for your review and consideration the proposed FY 2011 Operating Budget and Community Investment Plan. The Proposed Operating Budget and Community Investment Plan totals $69,897,143. This increased spending plan is driven by an aggressive infrastructure intervention in the north industrial center and a proposed Community Investment Plan that totals $31.6M. This policy document establishes the framework for achieving the strategic objectives established by the Village Board. These strategic objectives are used to guide the decision making process at all levels of the organization so that the specific programs and projects that are advanced for implementation will effectively assist the Board in achieving its overall vision for the Community. This document also demonstrates the community’s commitment to maintaining and enhancing its infrastructure investments.

This budget has been developed to ensure that the Village of Bensenville continues to make measurable progress towards its 2025 Vision for the community and that resources are allocated to support exceptional and efficient customer services.

The 2011 Budget is the first 12 month budget that has been developed for the new calendar fiscal year. It follows a transitional 20-month fiscal year that allowed the Village to move from a May 1 to April 30 to a calendar fiscal year. This will position the Village to gain efficiencies and savings from early project bidding and also aligns all key financial processes on a calendar year cycle. This is also the first budget prepared with our MUNIS Financial platform. Because this is Year 1, MUNIS is not able to draw from historical revenue and cost data, creating challenges in effectively presenting 12 month projections. This information can be developed for specific accounts or program areas on an as needed basis during the review process. The good news is that once we get through 2011, we can officially declare the transition period over!

As with most municipalities, there are limits to the resources available to fund service provision efforts.

The Village needs to continually assess the external environment for changes that may either positively or negatively impact available resources. The methodology used in developing this document acknowledges these risks and allows the Village to effectively respond to normal fluctuation in these resources. If significant variations in resources are anticipated, they are addressed through a deliberative process involving the Village Board and Staff on a quarterly basis.

Organizational Strategic Goals To balance competing priorities and services, strategic organizational goals based on the Village’s 2025 Vision Statement have been established by the Village Board. These goals provide an overarching framework to guide the Village Board in making budgetary policy decisions regarding services, programs and capital projects. The strategic organizational goals include:

9

•

Financially Sound Village

•

Quality Customer Oriented Service

•

Safe and Beautiful Village

•

Enrich the Lives of Village Residents

•

Become a Major Business and Corporate Center

•

Vibrant Major Corridors

Organizational and Community Challenges for 2011 The economic environment, coupled with the lengthy fight in opposition to the expansion of Chicago’s O’Hare International Airport, had a direct impact on the Village’s fiscal health and service delivery efforts. Based on actions taken by the Village since early June of 2009 to reduce expenditures including workforce reductions and deferred wage increases for both union and non-union staff, and the Village Board’s commitment to use the majority of the Chicago O’Hare Settlement to repair the balance sheet, the financial health of the Village has improved and is on the road to recovery. This challenge of restoring the financial solvency of the Organization while providing for quality services, program and capital projects continues to be addressed in the 2011 Village o Bensenville Budget.

Additionally, the Village is committed to maintaining its public infrastructure which is indicative of a healthy, vibrant community.

This budget includes significant dollars, in fact over 50% of total expenditures are being allocated for capital improvements, to achieve this objective. The ability to allocate sufficient resources to the maintenance and expansion of the infrastructure has and continues to be a challenge. The main revenue source for the Capital Improvement Fund has been the Village’s local sales tax. This key revenue source continues to struggle with a poor economy. Other revenues supporting our capital investments include vehicle licenses as well as a transfer from the General Fund.

Other challenges include: • Maintaining personnel costs at levels that can be financially sustained • Continuing the Village’s commitment to contribute the statutorily required amount to the Police Pension Fund (More than $1.0M).

• Continuing efforts to transform the North Industrial Park and adjacent areas to a high-tech corporate center • Continuing efforts to reestablish relationships with Business Stakeholders • Addressing necessary water and sewer infrastructure improvements while maintaining sustainable rates for our utility customers Objectives of the 2011 Budget The 2011 Village Budget effectively addresses the challenges presented above by establishing budgetary objectives that align with the strategic organizational goals established by the Board at its strategic planning sessions and are consistent with the Financial Objectives reviewed with the Village Board in August 2009. The budgetary objectives for 2011 include: •

Funding of operations in the General Fund and Utility Fund through the use of operating revenues net of transfers.

•

Restructuring of debt to assist the Village Board in achieving its strategic objectives.

•

Limiting use of new debt to fund capital purchases and projects.

•

Funding the Police Pension at the statutorily required contribution level.

•

Development of a 5 year capital improvement plan. The CIP includes information on the Village’s long term program and plans for capital improvements and the capital costs associated with the

10

implementation of the plan. The plan also identifies those costs associated with maintaining capital improvements so that on-going maintenance costs of improvements and their impact on the respective operating budgets can be considered when determining whether to proceed with a project.

•

Realign team structure to more effectively achieve strategic objectives while attempting to maintain reduced staffing levels for 2011. As staffing changes occur, continue to evaluate all options including but not limited to the potential elimination of the position, possible change in a position from fulltime to part-time status and the possible contracting out of all or portions of the work assigned to that particular position.

•

Budget at “normal/average” costs and provide for a contingency equal to 1% to 2% of General Fund expenditures to address emergency situations as well as economic or financial fluctuations with a further commitment to use any unexpended contingency amounts to achieve the minimum fund balance objective established for the General Fund and once achieved to transfer any unexpended contingency amounts to the capital improvement fund.

•

Develop a budget document with overall objective of working towards the goal of meeting or exceeding within a three to five year period minimum “Fund Balance” objectives for all funds.

Revenue and Expenditure Summary for Fiscal Year 2009, Actual through 2011Proposed Budget The following is a chart identifying total Revenues and Expenditure inclusive of the FY 2009 Actuals through the 2011 Budget.

Village of Bensenville Revenue & Expenditure Summary - FY 2009 Actual through FY 2011 Proposed

2009

FY2010

FY2010

CY2010

2011

Actual

Budget

Projected

Budget

Proposed

Total Revenues (Net of Transfers)

36,308,819

68,307,733

67,358,977

43,352,507

68,427,143

Total Expenditures

40,478,686

70,854,287

63,682,294

46,733,033

69,897,143

Revenues over (under) Expenditures

(4,169,867)

(2,546,554)

3,676,683

(3,380,526)

(1,470,000)

Revenue and Expenditure Highlights of the Budget The services and programs included in the 2011 Village Budget have produced a program with the following financial characteristics: REVENUES: Total Village revenues across all Funds for Fiscal Year 2011 are estimated at $68,427,143 and include approximately $29.9M of bond proceeds ($3.9M in the Water & Sewer Fund to be issued in January 2011, $11.0M in the SSA #3 through #9 Funds, and $15.0 in the North Industrial TIF Fund) to fund capital infrastructure improvements. This represents an increase over CY 2010 of $24,373,684 or 35%.

The budget assumes a 10% increase in Water and Sewer rates effective May 1, 2011, which is less than the 16% increase included in the 2008 Rate Ordinance (actual adjustment will need to be determined once the rate study, currently in progress, is completed). The projected revenue for recycling and refuse assumes no increase in these rates. We do not want to find ourselves in a position to have to significantly adjust these rates in the future so a small increase should possibly be considered (cost increases are provided for in the service contract with Allied Waste). Illustrated in Charts I a & b are the percentages

11

and amounts derived by revenue source for all funds in both FY 2011 and CY 2010, respectively.

Illustrated in Charts II A & B are the percentages and amounts derived by revenue source in the General Fund again for both FY 2011 and CY 2010, respectively. The General Fund also includes a transfer in of $860,000 from the Water and Sewer Fund to cover administrative costs (reflects approximately 30% the Village Board, all operating divisions of the Office of the Village Manager and the Administrative Division of the Finance Department).

Charts I A & B

Village Wide Revenues 2011 Calendar Budget Other Revenues, 30,122,731 , 45%

Property Taxes, 6,241,400 , 9%

Investment Income, 55,255 , 0%

Sales Taxes, 6,550,000 , 10%

Property Taxes Sales Taxes Other Taxes, Other Taxes 2,957,000 , 4% Intergovernmental Licenses & Permits Intergovernmental, Fines & Forfeits 4,821,500 , 7% Charges for Services Licenses & Permits, Investment Income Other Revenues 960,850 , 2%

Charges for Services, 15,064,705 , 22%

Fines & Forfeits, 852,750 , 1%

Village Wide Revenues 2010 Calendar Budget

Investment Income, 200,500 , 0%

Other Revenues, 9,226,546 , 21%

Property Taxes, 5,735,928 , 13%

Sales Taxes, 6,634,312 , 15%

Property Taxes Sales Taxes Taxes Intergovernmental Licenses & Permits Fines & Forfeits

Charges for Services, 11,821,931 , 26% Fines & Forfeits, 705,000 , 2% Licenses & Permits, 1,077,100 , 2%

Taxes, 3,568,140 , 8%

Charges for Services Investment Income Other Revenues

Intergovernmental, 5,996,565 , 13%

12

Charts II A & B

General Fund Revenues 2011 Calendar Budget Charges for Services, 2,981,205 , 15%

Investment Income, 50,255 , 0%

Property Taxes Other Revenues, 223,750 , 1% Property Taxes, 4,482,000 , 23%

Fines & Forfeits, 852,750 , 4%

Sales Taxes Other Taxes Intergovernmental Licenses & Permits Fines & Forfeits

Licenses & Permits, 560,850 , 3%

Charges for Services Investment Income

Intergovernmental, 4,045,000 , 20%

Sales Taxes, 3,850,000 , 19%

Other Revenues

Other Taxes, 2,957,000 , 15%

General Fund Revenues 2010 Calendar Budget Charges for Services, 3,066,031 , 15%

Investment Income, 150,500 , 1%

Other Revenues, 50,000 , 0%

Fines & Forfeits, 705,000 , 4%

Property Taxes, 4,480,000 , 22%

Licenses & Permits, 702,100 , 4%

Intergovernmental, 3,494,168 , 17%

Property Taxes Sales Taxes Taxes Intergovernmental Licenses & Permits Fines & Forfeits Charges for Services Investment Income Other Revenues

Sales Taxes, 3,911,312 , 20% Taxes, 3,436,000 , 17%

EXPENDITURES: Total Village Expenditures across all funds for the 2011 Village Budget are estimated at $70,294,191. Of this total, over $31M is attributable to our capital improvement initiatives. A total of $6,559,170, 9% is attributed to debt service with $3.9M (versus $4.6M in CY 2010) related to debt in the General Debt Fund

13

and $1.1M related to debt within the Utility Fund. Illustrated in Charts III A & B are the breakout of expenditures by category with a further breakout of wages, benefits and other operating expenses as a percent of total cost of operations for both FY 2011 and CY 2010, respectively. Illustrated I Charts IV A & B are the breakout of operating costs by function again for both FY 2011 and CY 2010, respectively.

Some of the more significant expenditures by fund are identified below.

Use of Funds

Debt Service, 6,559,170 , 9%

Operations, 26,739,704 , 39%

Capital, 36,135,317 , 52%

Breakdown of Operations Other Expenses, 1,585,164 , 6%

Programs, 2,168,761 , 8%

Salaries and Benefits, 11,441,532 , 43%

Commodities, 966,847 , 4%

Contractual Services, 7,823,385 , 29% Professional Services, 2,754,015 , 10%

General Fund •

Office of the Village Manager – the recommended contingency ($255,000) is reflected in the Administrative Division of this operational area. Additionally, the Risk Management Division budget has been developed to cover 80% of the maximum Village Exposure for insurance claims ($300,000 Liability and $375,000 Workers Compensation). A total of $21,000 is included for outreach initiatives including a community survey and participating in the Sister City Program. Also addressed is the funding to complete our implementation of remaining identified modules, upgrading to new version of MUNIS, custom program of interface between payroll and work and service orders

14

and transition of our CRM system to the MUNIS solution ($148,440). This operational area also includes the transition of the Emergency Management Coordinator position from part-time to fulltime at an estimated cost increase of $70,000; $15,000 for an emergency notification system is also included.

•

Police Department Budget – includes a little over $1.0M in contributions to the Police Pension Fund.

It also includes the administrative fee relating to the Red Light Enforcement Program ($282,624).

The budget also includes $148,400 in crime prevention initiatives with proposed increases in services provided at the Police Neighborhood Resource Center (PNRC) and at the Teen Center. We continue to make progress towards a shared services approach to police dispatching which will generate a significant savings in this coming year.

•

Public Works Budget – includes enhanced maintenance activities with the crack sealing program ($40,000), street light replacement program ($10,000) and street patching program ($50,000). PACE is included as a subdivision to the administrative budget at a cost of $280,568. A total of $128,450 is included in the Snow and Ice Control Subdivision of Street Operations for road de-icing chemicals, including additional dollars for salt purchases, transitioning away from the use of a sand mix due to impact on the storm water system. Another major item in the Street Division budget is the cost of electricity for street lighting which is budgeted at $147,976. The Public Works Forestry Division Budget includes $65,000 for a new village-wide tree trimming initiative. In the Building and Property Maintenance Division budget, $12,000 is included for roof repairs to the Gazebo in Veteran’s Park.

•

Community & Economic Development Budget – includes $10,000 of economic development initiatives in addition to funding of conference fees and other expenses directly relating to business retention and recruitment. Also includes $150,000 for contract building inspection services transitioning building permit related review and inspections to an outside firm.

•

Recreation & Community Programming Budget – includes $207,560 for the continuation and expansion of community events and $26,500 for the senior monthly luncheon program. Includes $503,000 for utility costs for and $47,500 for the rebuilding of 5 compressors at the Edge Ice Arena facilities. Includes $15,000 for movie rental fees and $10,000 for advertising for theater.

Capital Improvement Fund •

Capital Purchases/Improvements relating to municipal facilities &capital equipment/fleet - $532,000 and $600,000, respectively

•

Sidewalk Improvements - $255,000

•

Street Maintenance Program - $14,140,600 Redevelopment related Studies - $800,000 (Please be advised that this expenditure and the offsetting

•

$800,000 in revenues was inadvertently excluded from the preliminary draft of the budget in will be added to the final budget document)

Utility (Stormwater &Water/Sanitary Sewer) Funds – Operations •

Public Works Budget – includes $25,000 a stormwater utility fee study. The two most significant costs in these utility budgets, aside from personnel costs, are $2,128,600 for the purchase of water through the DuPage Water Commission and $1,472,174 to United Water for variable and fixed fee costs for managing the Village’s wastewater treatment facility. Another significant cost ($234,850) is for the wastewater pretreatment program.

Utility (Stormwater & Water/Sanitary Sewer) Funds – Capital Improvements •

Stormwater System Improvements - $700,000

15

•

Water System Improvements - $4,089,000 including use of industrial surcharge revenues to fund $1,2M in watermain improvements in the North Industrial Park.

•

SCADA system improvements - $600,000

•

Wastewater Treatment System Improvements - $1,150,000

•

Wastewater Treatment Facilities Improvements to the aeration system – $1,420,500

TIF Funds •

Shortfalls in TIF #4, TIF #6 and TIF #11 are being covered through advances from the Capital Improvement Fund.

•

The proposed North Industrial Park TIF includes $15,000 in expenditures of which $11,069,800 is earmarked to cover the Village’s 50% contribution towards the cost of the improvements proposed in seven (7) Special Service Areas and that portion of the watermain replacement in these areas not covered by the industrial surcharge revenues.

SSA Funds (North Industrial Park #3 - #9) •

Street and stormwater improvement totaling $10,269,800.

Recycling and Refuse Fund •

Includes $1,550,000 to cover cost of the Village’s contract with Allied Waste for recycling and refuse services to residential properties.

Summary of Fund Cash Balance Impacts The following chart provides a comparison of actual and projected cash balances at FYE 2009, FYE 2010 and FYE 2011. Please note that the two major operating funds (General and Water & Sewer) both show an increase their respective cash balances.

7000000 6000000 5000000 4000000 3000000 2000000 1000000 0

Village of Bensenville Fund Cash Balances FY 2009 FY 2010 FY 2011

16

Analysis of Personnel Changes

This document reflects an increase of three (3) in the number of full-time positions and decrease of six (6) in the number of part-time positions. The following chart reflects these changes: Regular Full & Part Time Positions by Department Fiscal Years 2010 & 2011 (01/11) 2010 Full-Time Staff by Department Goverance 1 Office of the Village Manager Finance Police Public Works Community & Economic Development Recreation & Community Programming

2011

2010-2011 Change

1.00 5.50 10.00 44.00 26.00 10.50 11.00

1.00 6.50 10.00 44.00 28.00 10.50 11.00

0.00 1.00 0.00 0.00 2.00 0.00 0.00

108.00

111.00

3.00

0.00 1.00 2.00 3.00 3.00 3.00 1.00

0.00 0.00 1.00 3.00 2.00 0.00 1.00

0.00 (1.00) (1.00) 0.00 (1.00) (3.00) 0.00

13.00

7.00

(6.00)

Part-Time Staff By Department (Authorized Hours) Goverance 1 Office of the Village Manager Finance Police Public Works Community & Economic Development Recreation & Community Programming

0 0 640 3,836 14,480 0 77,755

0 0 640 3,836 14,480 0 77,755

0 0 0 0 0 0 0

Total Full-Time by Department

96,711

96,711

0

Total Full-Time by Department Part-Time Staff by Department Goverance 1 Office of the Village Manager Finance Police Public Works Community & Economic Development Recreation & Community Programming Total Full-Time by Department

1

Elected Officials & Appointed Board & Commission Members not included in Summary

Please review the Personnel Compensation Plan section of the amendment document for further information on staffing levels and the associated personnel costs.

Conclusion The 2011 Village Budget is the result of a process in which both the various opportunities and challenges facing the Village have been carefully assessed, documented, and addressed to facilitate the accomplishment of the strategic objectives of the Village Board. The preparation, review and deliberation of this document required a significant time commitment from the organization. The demonstrated level of commitment to this process to ensure its successful completion from both the Board and involved staff was greatly appreciated.

Michael J. Cassady Village Manager

17

2011 Annual Budget Overview Introduction The Village of Bensenville’s Annual Budget continues to reflect the Village’s desire to transition the budget from a “numbers” document into a “strategic planning” document that identifies objectives to address the needs of village residents and businesses and allocating resources to achieve these objectives as well as service requirements to its residents including police protection, water and sewer services, public parking, building, code review, planning, recreational opportunities, public infrastructure maintenance and many other services for a community of more than 18,000 residents.

This detailed document is prepared as an aid to understanding the legal Ordinance Adopting the Annual Budget for the Village of Bensenville for the Fiscal Year Commencing January 1, 2011 and Ending December 31, 2011. The legal Budget Ordinance was adopted on December 14, 2010 following a public hearing held one week prior on December 7, 2010. No more than thirty days prior to the hearing, notice of the place and time is published in the local press and copies of the ordinance were made available for inspection by the public at Village Hall, 12 S. Center Street, Bensenville, Illinois. By law the legal Budget Ordinance has to be adopted by December 31 of each year.

The Village uses functional categories as opposed to detailed line item budget for accounting, expenditure control and financial reporting with a modified accrual basis of accounting for all funds with the exception of the enterprise funds which are on the full accrual basis of accounting. This is consistent with Generally Accepted Accounting Principles (GAAP). The Village combines a year-end review of the annual budget to assure that the base line information used for comparison purposes is reasonable.

Budget Planning Process The budget process officially kicked off in August when the Executive Management team (consisting of the Village Manager, Deputy Village Manager and Department Heads) met at a “Budget Kickoff Meeting.” At the “Budget Kickoff Meeting” the Executive Management Team reviewed the strategic plan and discussed future priorities based on the review of the strategic plan.

Additionally, the Village Manager communicated his expectations and provided staff with direction and guidance in developing their departmental budgets.

Finally, the Director of Finance reviewed any updates to the budget software and provided a budget timeline.

After the “Budget Kickoff Meeting”, staff spent the rest of the month of August and most of September preparing preliminary departmental budgets. Once the preliminary departmental budgets were completed, staff forwarded their budgets to the Director of Finance. Additionally, during the month of September, the

18

Director of Finance added specific line items and non-departmental specific items to the budget and completed the first draft of the document.

During the first two weeks in the month of October, the Village Manager, Deputy Village Manager and the Director of Finance reviewed the first draft and held departmental meetings to review and make any necessary adjustments. On October 15th the preliminary budget numbers were set.

Over the next two weeks staff prepared corresponding worksheets and prepared a formal preliminary budget document for presentation to the Village Board.

Throughout the month of November staff presented the budget to the Village Board at several budget review meetings. At each meeting staff discussed separate areas of the budget with the Village Board and received additional input and guidance as to the final direction of the budget document.

Additionally, the preliminary budget was presented to the public at a public hearing on the budget held on December 7, 2010. Then on December 14, 2010 the Village Board approved the 2011 Annual Budget. For 2011 the Village is seeking to win the Government Finance Officers Association (GFOA) Distinguished Budget Award. This requires preparing a final budget document in compliance with GFOA requirements. Between the December 14, 2010 meeting and March 31 staff transformed the 2011 annual budget into a format we believe to be consistent with the GFOA requirements. In early April the budget document was submitted to an independent accounting firm for an additional review to make sure the budget document is in compliance with the latest GFOA criteria. At the April 19, 2011 meeting of the Administration, Finance and Legislation Committee was presented with a first draft of the GFOA formatted budget document. The final 2011 Annual Budget which we believe is properly formatted to be in compliance with the GFOA criteria was then approved by the Village Board at the April 26th Village Board meeting.

The following is the timeline adhered to for the 2011 budget process: August 10, 2010

Budget Kickoff Meeting

September 8, 2010

Deadline for entry of departmental budgets

September 27, 2010

Initial compiled budget presented to Village Manager for review

Sep. 27 – Oct. 28, 2010

Management Review of Budget

November 2, 2010

Board review of budget

November 9, 2010

Board review of budget

19

November 16, 2010

Board review of Budget

November 23, 2010

Board review of budget

November 24, 2010

Notice of Public Hearing appears in newspaper

December 7, 2010

Public Budget Hearing

December 14, 2010

Board approves final budget

Dec. 15 – March 31, 2011 Budget converted to GFOA format April 19, 2011

GFOA formatted budget presented to Administration, Finance and Legislation Committee

April 26, 2011

Board approves GFOA formatted budget document

Accounting System and Budgetary Control Budgetary control is provided by verification of appropriation amounts prior to expenditures and monthly review of all individual account expenditures compared with budgeted appropriations. Management receives monthly reports detailing actual revenue and expenditures versus the budget on a monthly and year to date basis. The prior year’s monthly and year-to-date activity is also listed. This information is used to monitor the budget policy and implementation.

Various taxes, fees, fines and charges for services that exceed general operating expenses are proposed each year. Budget surpluses, vehicle licenses, sales tax, grants, excess fund balance and debt management comprise funding for the Village’s community investment plan (capital improvement program). Capital improvements are the Village’s discretionary spending, whereas operating expenditures are driven by services and programs called for by the community.

Principally charges for services, licenses and permits, taxes, income from recreational offerings and investment income provide funds for village services.

All revenue sources are studied for trends, macro-economic factors, local economic factors, and participation levels (for recreational revenue) before projecting realistic goals. Property taxes, sales taxes, intergovernmental revenue, and charges for services are major sources of revenue for general operations. The property tax levy for operations has gradually increased over the past five years at roughly the rate of inflation plus allowances for new construction. The overall 2009 levy was a 1.54% increase from the 2008 tax levy. The Village has a consistent property tax collection rate of over 99%.

Idle cash during the year is invested in FDIC insured or collateralized certificates of deposit, U.S. Government securities, money market and savings accounts.

These investments are short term in nature.

20

Budget and Financial Policies The Village of Bensenville’s budget and financial policies are the basic guidelines for the management of the Village’s fiscal operations. The policies were developed within the parameters of and comply with Illinois State Statutes and the Village of Bensenville Municipal Code. The policies assist the Village Board and Village Staff in preparing the budget and managing the Village’s fiscal affairs throughout the budget period. The policies will be reviewed during the preparation of the annual budget for upcoming fiscal years and modified as appropriate to accommodate changing fiscal conditions, environmental challenges, and Village Board policy initiatives.

Below is a summary of the Village of Bensenville’s budget and financial policies.

See Appendix B for a more detailed comprehensive list of budget and financial policies.

Calendar Year In fiscal year 2010 the Village changed to a December 31, calendar year end from an April 30th fiscal year end. As such, the official year 2010 is a 20 month fiscal period from May 1, 2009 to December 31, 2010.

In 2010 the Village put together 3 budgets. One for the original fiscal year of May 1, 2009 – April 30, 2010, one for the 20 month fiscal year of May 1, 2009 – December 31, 2010 and one for the 12 month calendar year of January 1, 2010 to December 31, 2010. The Village’s general ledger software was set to the 20 month fiscal year from May 1, 2009 to December 31, 2010. For this report prior year actual information is presented for fiscal year 2009. Additionally, budget and estimate information is presented for the 20 month fiscal year 2010. Finally, for comparative purposes the 12 month 2010 calendar year budget (CY2010) is shown as well. The 2011 budget is for the 12 month period of January 1, 2011 – December 31, 2011.

As a result of the transition detailed above the calendar year 2010 budget referred to as CY2010 is used for all prior year comparisons in this document.

Balanced Budget The Village adheres to the policy of a balanced operating budget. Under normal conditions, operating expenditures are less than taxes, intergovernmental revenue, fees and forfeits, charges for services and investment income. Surplus from operations, a portion of the sales tax, vehicle licenses and bond proceeds funds ongoing capital improvement needs. A total budget deficit will only be the result of discretionary spending approved by the Village Board for capital improvements. Larger capital initiatives, such as the improvements proposed in the North Industrial Park TIF District are presented to the community in the form

21

of separate public input meetings that includes information on funding of the project.

Asset Inventory The Village prescribes to the policy of asset protection. Major capital assets, including major facilities, support facilities, recreation facilities, park sites, and vehicle fleet are reviewed annually for repair proposals. Existing conditions studies are occasionally performed on older facilities to develop longer term plans for renovation or expansion. Regular and routine maintenance schedules for vehicles and other capital equipment are adhered to maximize and extend the life of Village assets.

Diversity of Revenue To ensure the Village’s continuing financial health, the Village will strive to maintain a diversified and stable revenue system so that fluctuations in any one revenue source will not have a devastating effect on the Village’s financial integrity. The Village shall utilize property taxes as a "stop gap" revenue source.

For each tax levy, the Village will determine the level of service it wishes to provide to its residents and the cost of providing this level of service. The cost of those services will be compared to projected revenues, excluding property taxes.

The shortfall between projected revenues and estimated expenditures is "theoretically" the amount to be considered for the property tax levy. The Village will establish user charges and fees at a level that attempts to recover the full cost of providing the service.

Additionally, the Village will attempt to maximize its financial resources by encouraging Intergovernmental Cooperation. The establishment of Intergovernmental Service Agreements with other units of local government allows the Village to provide the community higher levels of service at a reduced cost. It is the objective of the Village to continue to service areas that could be enhanced through intergovernmental cooperation.

The Village will attempt to maximize its financial resources by investing excess funds in a manner that provides the highest investment return while maintaining the maximum security of invested funds and meeting the daily cash flow demands of the Village. The Village will invest funds in a manner conforming to all state statutes and local regulations governing the investment of public funds.

The rules and regulations required by state statutes are detailed in the Village’s Investment Policy which was adopted by the Village Board on June 15, 1999.

Charges for Services The Village will establish user charges and fees at a level that attempts to recover the full cost of providing the service. a. User fees, particularly utility rates, should identify the relative costs of serving different classes of customers. b. The Village will set user fees to include the full cost of providing the

22

service, including the construction, rehabilitation, and maintenance of the capital assets necessary to provide the service. c. The Village will consider rates and fees charged by comparable units of local government providing similar services when establishing user charges and fees.

Infrequent Revenue The Village occasionally receives revenues that cannot be relied upon for ongoing funding. Examples of these are grants, contributions to capital projects or settlement of a lawsuit. The Village prescribes to a policy that these funds are used towards capital improvements and repairs to the Village’s capital assets. If grants or contributions are designated for a specific project, they will be held for that project in the fund balance.

Debt Issuance The Village will consider the issuance of debt or utilization of low interest loans for projects that have a useful life of 20 years or more and cannot be reasonably funded through recurring revenues. The Village’s existing obligation structure, current and projected surplus from operations and future liability levels before making decisions to issue new debt. The Board reviews the statutory debt limit as part of any new issuance or referendum. The Village will not issue debt or undertake low interest loans that will last beyond the useful life of the asset for which the debt is to be issued. To minimize interest payments on assumed debt, the Village will strive to maintain or improve upon its current bond rating when issuing bonds. When considering loans, the Village will utilize, to the extent available, low interest loans (with interest rates below current rates of interest) such as Illinois Environmental Protection Agency (IEPA) loans for water and sewer infrastructure construction and rehabilitation. Detailed information on the Village’s debt issuances is located on pages 47-48.

Fund Balance The Village will avoid the appropriation of fund balance for recurring operating expenditures. If at any time the utilization of a fund balance to pay for operating expenditures is necessary to maintain the quality or level of current services, an explanation of the circumstances of the utilization of fund balance and the strategy to arrest the future use of fund balance will be included in the Transmittal Letter. The Village will maintain a minimum undesignated / unreserved General Fund Balance that is sufficient to provide financial resources for the Village in the event of an emergency or the loss of a major revenue source. Therefore, the Village has set the minimum undesignated / unreserved balance for the General Fund at an amount equal to three months of General Fund operating expenditures.

23

Expenditure Accountability The Village regularly reviews financial results compared to the budget. Each month financial results are reported and discussed with the Village Board. In addition, relevant program information, year-to-date revenues and expenditures and projected year-end results are provided by staff. Tracking of capital improvement project expenditures is provided on a regular basis as well.

Fiscal policy states that the Village shall make prompt payment of purchases as provided by the Local Governmental Prompt Payment Act of Illinois.

A detailed investment policy emphasizing safety of principal, authorized investments, collateralization and a policy promoting inclusion of community businesses in purchasing opportunities are also in place.

Strategic Plan The Village of Bensenville Board and staff initiated strategic planning during the fall of 2009 to set the future direction for the Village.

During the initial phase of the strategic plan process, it was determined that it is vital to gather community input to assist with the process. To best serve that purpose the Village held a Citizen’s Summit in which the residents of the Village were invited to share their views, concerns and opinions.

After considerable research, debate and refinement, an updated motto, mission and vision statements were adopted.

Motto:

“We are here to help.”

Mission Statement: The Mission of Village Government is to be FINANCIALLY SOUND and provide customer friendly services of the highest quality.

The Village Government engages residents and partners for community benefit.

Vision Statement:

Bensenville 2025 is a beautiful village where families make it their hometown.

The Village has an alive and thriving downtown, stable residential neighborhoods and enjoyable living. – “Making Bensenville a Great Place to Live.”

The Village is recognized as a Major Business and Corporate Center adjacent to O’Hare Airport, has vibrant, inviting major commercial corridors and easy connectivity within the Village, to the Chicago region and to the world. – “Making Bensenville a Great Place for Business.”

24

Village Initiatives as Identified in the 2010 Strategic Plan Based on the Village’s mission and vision and the community needs identified at the Citizen’s Summit the following five strategic initiatives: 1.

2.

3.

4.

5.

Financially Sound Village Providing Quality Customer Oriented Service Safe and Beautiful Village Enrich the Lives of Village Residents Become a Major Business and Corporate Center Vibrant Major Corridors

1. Financially Sound Village Providing Quality Customer Oriented Service Objectives • Provide services of the highest quality within given financial resources.

• Increase cost effectiveness and efficiency in Village service delivery.

• Increase customer service by Village government.

• Increase residents’ trust and confidence in Village government.

• Maintain a productive, motivated workforce.

2. Safe and Beautiful Village Objectives • Upgrade village and neighborhood infrastructure – streets, sidewalks.

• Have a reputation as a “great place to live, great place for business.”

• Improve the visual appeal of the Village – more attractive.

• Improve flood protection and stormwater management system.

• Upgrade the quality of the older housing stock.

• Reduce crime rate.

• Maintain and upgrade water distribution system.

3. Enrich the Lives of Village Residents Objectives • Have “new residents” feeling welcome – the first step in becoming their hometown.

• Have strong community events with a high level of participation by residents.

• Have the Village partnering with the park district, schools, library and community organizations to enhance the quality of residents’ lives.

• Increase the number of residents participating in leisure and recreational programs.

• Have resident oriented recreational activities in the Village.

25

4. Become a Major Business and Corporate Center Objectives • Have a reputation as a business friendly Village.

• Plan for future development around O’Hare Airport.

• Increase the number of businesses in Bensenville which are consistent with the long term direction of the Village.

• Retain and grow local businesses which are consistent with the long term direction of the Village.

• More job opportunities for village residents.

• Attract major hotel(s) with conference center.

5. Vibrant Major Corridors Objectives • More attractive gateways and entrances to the Village.

• Revitalize major corridors with a variety of businesses, restaurants and retail shops.

• Have the private business owners investing in the buildings and business expansion.

• Upgrade the corridor infrastructure, including roadways.

• Attract new businesses that are consistent with the Village’s vision, plans and direction.

26

Supplemental Information The Village of Bensenville is located approximately 17 miles northwest of downtown Chicago, bordering the southwest corner of O’Hare International Airport. With a 2009 population estimate of approximately 20,175, the Village serves a very diverse population base who live mostly in single family homes with a median family income of $55,616.

The Village has continued to grow in importance to the community. As the population in the community begins to age and becomes more diverse (see charts below from the Village of Bensenville 2009 population estimate and 2000 census), adjusting village services to meet the needs of the community and concentrating on exemplary customer service is helping the Village build goodwill in the community. The median age in the community is about 34.2 Age Less than 9 years 10 - 19 years 20 - 34 years 35 - 44 years 45 - 54 years 55 - 64 years Greater than 65 years Total:

2009 Population 3,033 2,796 4,656 3,246 2,972 1,451 2,021 20,175

Percent 15% 14% 23% 16% 15% 7% 10% 100%

2000 Population 2,989 2,790 5,539 3,229 2,375 1,444 2,338 20,704

Percent 14% 13% 27% 16% 11% 7% 11% 100%

Note: The estimated Village population in 2009 was 20,175. The Census data above is from the United States Census website. The 2009 information is from the 2005 - 2009 American Community Survey 5-year estimates. The 2000 information is from the 2000 Census Fact Sheet. At the time of this report detailed information from the 2010 census was unavailable. The 2010 population estimate is 18,352.

Although predominantly White / Caucasian and Hispanic, the Village has substantial African American and Asian populations. There are 7,646 households with 52.3% being owner occupied. The average household size is 2.77 people.

White / Caucasian Black or African American Indigenous Asian Other Total: Hispanic of Any Race

2009 15,112 1,190 71 1,472 2,330 20,175

Percent 75% 6% < 1% 7% 12% 100%

9,083

45%

27

2000 14,615 579 99 1,318 4,093 20,704 7,690

Percent 71% 3% < 1% 6% 20% 100% 37%

Supplemental Information (Continued) A typical Bensenville homeowner with a $200,000 home will have an approximate tax bill of $3,863 of which $392 would go to the Village. The chart below shows the distribution of 2009 real estate taxes.

The Village’s prime location in the middle of the Midwest’s largest transportation corridor makes it an attractive place to do business and as such the Village of Bensenville has many employment opportunities for local residents. Major industries include manufacturing, services and retail. The Village has two large industrial complexes, the North Industrial Park and the East Industrial Park, which provides a variety of factory, warehouse and office jobs. The area’s largest employers are presented below:

Employer Employees LifeLink Corp.

400 400 U.S. Foodservice, Inc. Central States Trucking Co. 300 Victor Envelope Manufacturing 250 Ewing-Doherty Mechanical Co. 200 Expeditors Int'l of Washington, In 200 Telesource 200 Allmetal, Inc. 200 200 ATA Trucking, Inc. UPS Supply chain Solutions, Inc 200 Envelope Express, Inc. 175 Note: Source: 2009 Illinois Manufacturers Directory, 2009 Illinois Services Directory and selected telephone survey

28

Village Facilities Village Hall – Located in the heart of downtown Bensenville, the Village Hall serves as the main location for conducting village business. Opened in March of 2003, the Village Hall also serves as an architectural focal point and anchor to the downtown area. Approximately 35 employees work in Village Hall which also hosts the meetings of the Village Board of Trustees. Adjacent to the Village Hall is an open community park space which hosts various village functions such as Music in the Park and Holiday Magic.

Police Department – The Bensenville Police Department is located in a separate facility at 100 N. Church Street. This facility houses the all functions of the Police Department including the Crime Prevention Division, Patrol Division, Records Division, Detective Division and 911 operations. The facility contains a state of the art emergency call center, fully equipped practice firing range, workspace for office staff, and 7 holding cells. Additionally, the facility is home to the Village’s Emergency Services Disaster Agency (ESDA) which provides the community support during disaster or times of crisis.

Public Works Facility – The main Public Works facility is located on the east side of town on Jefferson Street and is the base for all public works operations for the Village. The various divisions housed at this location are administration & engineering, streets, forestry, utilities, buildings and vehicle maintenance. The facility has 4 bays for vehicle maintenance and repair, a wash facility as well as main garage which houses Public Works equipment as well as supplies for the various divisions.

Recreational Facilities Bensenville Theatre – The Bensenville Theatre, located in the downtown area of Bensenville, is a two-screen cinema. Each theatre holds 130 seats allowing moviegoers to enjoy recent Hollywood films in an intimate setting. The theatre is adjacent to the Sundae’s Too Ice Cream and Sandwich Shoppe. Sundae's Too is modeled after the old-fashioned soda shoppes of yesteryear. The ice cream shoppe offers daily lunch specials, including fresh homemade chili and sandwiches, sides and fountain creations.

Redmond Recreational Complex – The Redmond Recreational Complex is an 88 acre complex that includes 2 baseball fields, a soccer field, basketball courts, sand volleyball, canoe launch, band-shell, 1.2 mile walking path, a lake and a wetland nature preserve. It also includes the facilities listed below.

The Edge Ice Arena – The Edge Ice Arenas are one of Chicagoland's premier ice skating facilities. Home to the Chicago Steel and Robert Morris University Eagles, the Edge is also the training facility for Olympic level figure skating. The Edge Ice Arena is a facility that is professionally equipped and managed in order to meet the needs of any skater. Boasting three premier skating surfaces, The

29

Edge Ice Arena is among one of the largest ice skating facilities in the country.

The facility provides combined training facilities with extensive skate usages and programming. The Edge Ice Arena is a state-of-the-art facility, featuring two regulation-sized sheets of ice, located in Bensenville, Illinois. The main sheet of ice at The Edge, which The Chicago Steel play every home game on, seats 2,800 fans plus 9 luxury Sky Suites and an Executive Club Level seating area.

The Water’s Edge Aquatic Center – The Water’s Edge Aquatic Center has an 8 lane, 25 yard lap pool and a 13 foot diving well and two 1 meter diving boards.

Many programs are offered at the facility including swim lessons, diving lessons, aqua-aerobics and open swim. The facility is home to the Bensenville Beta Swim Team. The Betas are a co-ed winter swim team for children ages 6-18 and compete in the Northern Illinois Winter Swim Conference.

30

General Budget Review As an aid to understanding the Village of Bensenville 2011 Budget, a few changes in the presentation have been made.

This budget was developed with all facilities in full operating status. Without capital outlay and bond proceeds included, the 2011 Annual Budget would result in a surplus of $5,475,284. Including $36,845,217 of planned capital expenditures and new bond proceeds of $29,899,933, the Annual Budget reflects a deficit of $1,470,000. The $36,845,217 of planned capital expenditures are identified in the five year Community Investment Plan. Documents listing all capital expenditures of the Village can be found in Appendix A. The $1,470,000 planned deficit is a purposeful spend down of accumulated fund balance to pay for various major and minor capital projects. The 2011 Annual Budget does not rely on the use of fund balance or one time revenue items for operating purposes and is therefore a balanced budget.

This is the first year that the Village of Bensenville is seeking the Distinguished Budget Presentation Award. In order to receive the budget award, the Village has to satisfy nationally recognized guidelines for effective budget presentation.

The guidelines assess how well the Village’s budget serves as a policy document, a financial plan, an operations guide, and a communications device.

Budget documents must be rated “proficient” in all four categories, and the fourteen mandatory criteria within those categories, to receive the award. For budgets submitted in 2009, only 1,214 entities received the award. The Government Finance Officers Association serves over 17,600 government finance professionals throughout North America. The GFOA’s Distinguished Budget Presentation Awards Program is the only national awards program in governmental budgeting.

We believe our current budget is in conformance to program requirements and are officially submitting it to the GFOA to determine its eligibility for Distinguished Budget Presentation Award.

31

Village of Bensenville 2011 BUDGET SUMMARY SUMMARY OF OPERATING FUNDS CY2010 BUDGET

FUND

2011 BUDGET

INCREASE (DECREASE)

% INC (DEC)

General

16,741,293

17,605,468

864,175

5%

Utility

10,224,353

13,661,223

3,436,870

34%

PW Storm Water System

1,008,330

950,902

Recycling & Refuse

1,460,000

1,550,000

Commuter Parking

-

Rental Property $

34,193,338

90,000

5,000

4,759,362

TOTAL

(57,428)

5,000

$

33,772,593

$

NA 6% NA

(4,759,362)

-100%

(420,745)

-1%

INCREASE (DECREASE)

% INC (DEC)

SUMMARY OF CAPITAL, DEBT AND TIF / SSA FUNDS CY2010 BUDGET

FUND

2011 BUDGET

Capital Improvement Fund

3,277,162

4,380,600

Debt Service Fund

4,599,562

3,949,243

SSA #2 TIF #1 - Towne Center TIF #4 - Grand Ave. / Sexton

1,103,438 (650,319)

34% -14%

84,630

-

(84,630)

-100%

2,424,249

-

(2,424,249)

-100%

235,087

465,600

1,245,140

94,210

(1,150,930)

-92%

TIF #6 - Route 83 & Thorndale

299,614

250,000

(49,614)

-17%

TIF #7 - Irving Park & Church

232,395

240,010

7,615

3%

TIF #11 - Grand & York

141,856

154,075

12,219

9%

26,590,812

26,590,812

NA

TIF #5 - Heritage Square

TIF #13 / SSA's 3 - 9 - North Industrial

-

230,513

98%

TOTAL

$

12,539,695

$

36,124,550

$

23,584,855

188%

GRAND TOTAL

$

46,733,033

$

69,897,143

$

23,164,110

50%

SUMMARY BY DEPARTMENT CY2010 BUDGET

Department Governance Office of the Village Manager Finance Department Police department Public Works Department Community and Economic Development Recreation and Community Programming

$ $ $ $ $ $ $

383,369 3,790,754 1,067,444 5,433,851 8,291,596 1,014,303 2,888,894

2011 BUDGET $ $ $ $ $ $ $

404,153 3,930,307 1,121,851 5,733,735 8,444,392 996,307 3,013,775

$ $ $ $ $ $ $

INCREASE (DECREASE)

% INC (DEC)

20,784 139,553 54,407 299,884 152,796 (17,996) 124,881

5% 4% 5% 6% 2% -2% 4%

NOTE: Total budget increase of 50% is mainly due to significant increases in capital spending, mostly attributable to the North Industrial Park Improvements.

32

Budget Summary Report Village of Bensenville Fund Structure For accounting purposes, the Village is divided into smaller, separate entities known as funds. These funds are divided into 4 types within two broad categories. Additionally, certain funds that are classified as major funds are required to be reported separately in the Villageâ&#x20AC;&#x2122;s Comprehensive Annual Financial Report. Funds not classified as major are reported in the aggregate by fund type. The Village has four major funds. These are the General Fund, the Debt Service Fund, the Capital Improvement Fund and the Utility Fund.

Governmental Funds are used to account for government-type activities. The Village has three Governmental Fund types.

General Fund accounts for most of the day-to-day operating expenditures of the Village. The General Fund is classified as a major fund and it accounts for resources typically associated with governments not required to be accounted for in another fund. Revenue sources include property taxes, sales taxes, other taxes, intergovernmental, licenses & permits, fines & forfeits, charges for services, investment income and other revenue. Expenditures include governance, village management, finance, police, community and economic development, public works administration, streets, snow and ice removal, recreation, marketing, legal, information technology, human resources and risk management.

Debt Service Funds are used to account for the accumulation of resources for, and the payment, of general long-term debt principal, interest, and related costs.

The Village has one Debt Service Fund. It is a major fund and its revenue sources include property taxes and investment income.

Capital Projects Funds account for financial resources used to acquire or construct major capital facilities except those financed by enterprise funds. The Village has 13 such funds: The Capital Improvement Fund is classified as a major fund and accounts for major street construction projects, building improvements, vehicle fleet and major equipment. Revenue sources include vehicle licenses, a portion of sales tax receipts, grants, investment income and transfers from the general fund.

The Grand Avenue / Sexton Tax Increment Financing (TIF) Fund accounts for revenues and expenditures for a development plan included in the assembly of site for redevelopment; the construction of a road for access to site; and assistance to the developer in the construction of a golf course and hotel complex located at a former landfill at Grand Avenue and Sexton. This TIF was established on 5/20/1998. For purposes of tax distribution, the assessed property values in the district were â&#x20AC;&#x153;frozenâ&#x20AC;? at the 1998 levels. The Village receives incremental property tax revenue from the increased EAV due to the redevelopment until 5/19/2021. Tax increment revenue as well as advances from the Capital Improvement Fund are the only revenue sources for this fund.

33

The Heritage Square Tax Increment Financing (TIF) Fund accounts for revenues and expenditures for the assembly of site for the redevelopment of Heritage Square. This TIF was established on 5/20/1998. For purposes of tax distribution, the assessed property values in the district were “frozen” at the 1998 levels. The Village receives incremental property tax revenue from the increased EAV due to the redevelopment until 5/19/2021. Tax increment revenue is the only revenue source for this fund.

The Route 83 and Thorndale Tax Increment Financing (TIF) Fund accounts for revenues and expenditures to provide for public improvements and facilities in the area. This TIF was established on 2/20/2001. For purposes of tax distribution, the assessed property values in the district were “frozen” at the 2001 levels. The Village receives incremental property tax revenue from the increased EAV due to the redevelopment until 5/19/2021. Tax increment revenue is the only revenue source for this fund.

The Irving Park and Church Tax Increment Financing (TIF) Fund accounts for revenues and expenditures for the development plan including the acquisition, construction, installation of street and water / sewer improvements, site preparation, demolition, environmental remediation, rehabilitation, repair, remodeling and replacement of existing public buildings, including the reconstruction of a new Village Hall. This TIF was established on 1/29/2001. For purposes of tax distribution, the assessed property values in the district were “frozen” at the 2001 levels. The Village receives incremental property tax revenue from the increased EAV due to the redevelopment until 1/29/2004. Tax increment revenue as well as advances from the Capital Improvement Fund are the only revenue sources for this fund.

The Grand and York Tax Increment Financing (TIF) Fund accounts for revenues and expenditures for the acquisition, construction, installation of street and water / sewer improvements and other redevelopment project costs for the area at Grand and York (Dominick’s Grocery Store). This TIF was established on 4/12/2001. For purposes of tax distribution, the assessed property values in the district were “frozen” at the 2001 levels. The Village receives incremental property tax revenue from the increased EAV due to the redevelopment until 4/12/2024. Tax increment revenue as well as advances from the Capital Improvement Fund are the only revenue sources for this fund.

The North Industrial Tax Increment Financing (TIF) Fund accounts for revenues and expenditures for the proposed roadway and sewer improvements in the North Industrial Park area. This is a new TIF that will be officially established in 2011. Once established the assessed property values in the district will be “frozen” at 2011 levels. The Village will then receive any incremental property tax revenue from the increased EAV due to the redevelopment until 2024.

Special Service Areas 3 – 9: The Village will also be establishing 7 Special Service Areas (SSAs) in 2011 for purposes of funding proposed roadway and sewer improvements in the North Industrial Park area. Each of these SSAs will be accounted for in its own fund. A Special Service Area is a taxing mechanism 34

that can be used to fund a wide range of special or additional services and / or physical improvements in a defined geographic area within a municipality or jurisdiction. Property taxes and bond proceeds are the only revenue sources for this fund.

Proprietary Funds are used to account for the Villageâ&#x20AC;&#x2122;s business-type activities.

The Village has one Proprietary Fund type: Enterprise Funds account for business-type activities that are financed and operated in a manner similar to a private business. The Village has four Enterprise Funds.

The Utility Fund is classified as a major fund and accounts for all resources needed to produce and distribute water to Bensenville residents and businesses.

In addition this fund accounts for the resources needed to collect and treat wastewater. Bensenville operates its own wells and purchases water from the DuPage Water Commission to satisfy water demand. Additionally, the Village contracts to operate a treatment plant. Revenue sources include usage charges, investment income and bond proceeds.

The Public Works Storm Water System Fund accounts all resources needed for the maintenance of the Villageâ&#x20AC;&#x2122;s storm drain system. The funding source for this fund is a transfer from the Capital Improvement Fund.

The Recycling and Refuse Fund accounts for the revenues and expenses associated with the provision of recycling and refuse collection and disposal services to residents and businesses. Other services funded by the resources in this Fund include brush pickup, chipping services, and storm cleanup. The Village funds the Recycling and Refuse Fund by directly charging for services.

The Commuter Parking Fund accounts for resources used to provide and maintain commuter parking lots in downtown Bensenville. There are spaces for daily parking and quarterly permits. Revenue sources include daily fees, parking permit fees and investment income.

Budget Basis: The Basis for all funds listed on page 31 is as follows: Governmental Funds (General, Debt Service, and Capital Projects funds) are budgeted and accounted for in accordance with generally accepted accounting principles (GAAP), on a modified accrual basis. This means revenues are recorded when they are both measurable and available, and expenditures are recorded when they are expected to draw on current spendable resources.

Proprietary Funds (Enterprise funds) are accounted for in accordance with generally accepted accounting principles (GAAP), on an accrual basis.

Revenues and expenses are recorded at the time they are earned or incurred rather than when cash is actually received or spent. In most cases, these funds are budgeted on the same basis with the following exceptions: 35

 Principal payments on long-term debt are applied to outstanding liability for accounting purposes, but expended for budget purposes.  Capital outlay within Enterprise funds are recorded as fixed assets for accounting purposes, but are expended for budget purposes.  Depreciation expense is recorded for accounting purposes only.

36

Total Village Revenue The chart above illustrates total revenue by major category for fiscal year 2009 Actual, the budget and estimated revenue for the 20 month fiscal year 2010, the budgeted revenue for calendar 2010 and the proposed budget amount for 2011.

The Village uses trend analysis when estimating revenues for the 2011 budget.

Taxes are a major source of revenue and have decreased slightly compared to the calendar 2010 budget. The future trend of property taxes is that they will be mostly flat for the next five years. Additionally the chart above shows the trend for fees and charges increasing since the CY2010 budget. The CY2010 amount was under-budgeted with the 2011 budget being a more accurate reflection of the actual amounts received. Debt issuance is increasing dramatically as the Village is embarking on a major new initiative to redevelop the North Industrial Park. In total, excluding bond proceeds and total revenue is flat compared to the calendar 2010 budget. The Village is conscientious of the general state of the economy and has made it a point to balance the budget through efficiencies rather than increased taxes.

37

Total Village Expenditures This illustrates total expenditures by major category for FY2009 actual 2011 Budget. Salaries and employee benefits increased slightly as the Village is resuming salary increases for non-union staff that have not received an increase in over two years. Program costs are significantly less than last year due to increased staff efficiencies as well as a full year of having a business plan in place at the Edge Ice Arena. The large increase in capital is due to a new initiative to redevelop the North Industrial Park. Additionally, the Village has other significant capital items which are outlined in the Villages community investment plan. Debt Service payments have been reduced as the Village retired a significant amount of debt in 2010.

38

VILLAGE OF BENSENVILLE Statement of Revenues and Expenditures Major and Nonmajor Funds 2009-2011 Summary

Major General Fund 2010

2009 Revenues Tax Receipts Intergovernmental Licenses and Permits Fines and Forfeits Charges for Services Investment Income Other Total Revenues

$

Actual 7,776,382 6,984,367 1,273,058 498,266 3,249,843 63,923 82,503

$

Estimate 13,671,007 12,131,353 1,460,364 723,494 5,409,657 50,398 11,998

2011 $

Budget 7,611,500 7,722,500 560,850 852,750 3,156,105 50,255 48,850

$

19,928,342

$

33,458,271

$

20,002,810

$

8,766,232 90,499 1,761,341 3,456,472 588,786 169,079 4,544,659 183,914 -

$

15,239,730 280,412 2,799,045 4,746,311 988,818 1,102,886 1,602,542 280,041 -

$

9,726,286 249,551 1,542,615 3,744,730 809,237 789,348 584,561 159,140 -

Total Expenditures

$

19,560,982

$

27,039,785

$

17,605,468

Surplus (Deficit)

$

367,360

$

6,418,486

$

2,397,342

$

$ (1,615,121)

$ (6,411,453)

(1,789,463)

(1,615,121)

(6,411,453)

(1,789,463)

Expenditures Salaries & Benefits Team Development Professional Services Contractual Services Commodities Other Programs Capital Debt Service

Other Sources (Uses) Bond Proceeds Interfund Transfers Total Other Sources (Uses) Net Surplus (Deficit)

$

(1,247,761) $

39

7,033

$

607,879

2009 $

Major Capital Improvement Fund 2010

Actual 3,124,936 68,974 -

$

Estimate 4,000,000 1,221,501 427,699 6,446 132,140

$

2011

2009

Budget 2,700,000 1,576,500 400,000 5,000 -

$

Actual 587,225 184 -

Major Debt Service Fund 2010 $

Estimate 1,028,962 54 -

2011 $

Budget 531,770 -

$

3,193,910

$

5,787,786

$

4,681,500

$

587,409

$

1,029,016

$

531,770

$

317,907 2,267,398 -

$

454,513 1,775,012 -

$

520,000 800,000 3,060,600 -

$

5,036,428

$

8,318,225

$

3,949,243

$

2,585,305

$

2,229,525

$

4,380,600

$

5,036,428

$

8,318,225

$

3,949,243

$

608,605

$

3,558,261

$

300,900

$

$

$ (1,795,000)

$ (776,652)

(2,253,440)

(1,795,000)

(776,652)

(2,253,440)

$

(1,186,395) $

2,781,609

$

(1,952,540)

40

$

(4,449,019) $

275,000 5,607,155

$

5,882,155 $

1,433,136

(7,289,209) $

36,243 7,191,456

$

7,227,699 $

(61,510) $

(3,417,473)

3,414,673 3,414,673 (2,800)

VILLAGE OF BENSENVILLE Statement of Revenues and Expenditures Major and Nonmajor Funds 2009-2011 Summary

2009 Revenues Tax Receipts Intergovernmental Licenses and Permits Fines and Forfeits Charges for Services Investment Income Other Total Revenues

$

Actual 1,985,328 24,558 9,674

Nonmajor Governmental Funds 2010 $

Estimate 2,841,443 17,164 13,364 136,469

2011 $

Budget 1,227,628 2 -

$

2,019,560

$

3,008,440

$

1,227,630

$

2,158,319

$

1,274,769 5,207,821

$

250,000 25,736,637 1,808,070

Total Expenditures

$

2,158,319

$

6,482,590

$

27,794,707

Surplus (Deficit)

$

(138,759) $

$

Expenditures Salaries & Benefits Team Development Professional Services Contractual Services Commodities Other Programs Capital Debt Service

Other Sources (Uses) Bond Proceeds Interfund Transfers Total Other Sources (Uses) Net Surplus (Deficit)

$

(3,474,150) $

(26,567,077)

$ (1,267,911)

-

25,986,637 728,230

(1,267,911)

-

(1,406,670) $

41

$

(3,474,150) $

26,714,867 147,790

$

2009

Major Utility Fund 2010

2011

Actual

Estimate

Budget

8,546,805 729 -

$

15,441,351 665 -

$

$

8,547,534

$

15,442,016

$

$

1,304,098 35,934 196,890 3,532,149 106,953 97,500 18,995 27,423 1,070,185

$

1,820,242 34,232 38,817 6,359,052 156,457 816,667 30,772 1,060,574 1,038,002

$

$

6,390,127

$

11,354,815

$

2,157,407

$

$

$

2011

Actual

Estimate

Budget

$

1,617,671 139,387

$

2,617,209 5,585,494

$

1,597,000 -

10,486,500

$

1,757,058

$

8,202,703

$

1,597,000

1,472,877 12,700 456,400 4,780,664 158,110 41,075 36,000 5,651,540 1,051,857

$

$

139,455 25,000 172,940 5,212 87,747 2,357,000 500,000 4,970,000

$

65,412 90,000 23,000 17,490 1,550,000 760,000 -

$

13,661,223

$

$

8,257,354

$

2,505,902

4,087,201

$

(3,174,723)

$

(2,960,468) $

(54,651) $

(908,902)

$ (848,123)

195,782

$

3,913,296 (756,900)

$

$ (81,000)

$ (199,133)

656,900

(848,123)

195,782

(81,000)

(199,133)

656,900

1,309,284

$

4,282,983

10,486,500

2009

Nonmajor Enterprise Funds 2010

-

170,157 19,305 95,740 1,457,627 2,745,290 229,407

3,156,396 $

(18,327)

42

-

$

4,717,526

(3,041,468) $

(253,784) $

(252,002)

VILLAGE OF BENSENVILLE Statement of Revenues and Expenditures Major and Nonmajor Funds 2009-2011 Summary - All Funds

Total All Funds 2009 Revenues Tax Receipts Intergovernmental Licenses and Permits Fines and Forfeits Charges for Services Investment Income Other Total Revenues

$

Actual 13,473,871 6,984,367 1,273,058 498,266 13,414,319 158,368 231,564

2010 $

2011

Estimate 21,541,412 13,370,018 1,888,063 723,494 23,468,217 70,927 5,866,101

$

Budget 12,070,898 9,299,000 960,850 852,750 15,239,605 55,257 48,850

$

36,033,813

$

66,928,232

$

38,527,210

$

10,070,330 126,433 2,446,295 7,007,926 695,739 362,319 6,021,281 5,224,025 8,494,339

$

17,199,427 314,644 3,317,375 11,278,303 1,150,487 3,282,069 3,990,314 3,615,627 19,534,048

$

11,264,575 262,251 2,859,015 8,548,394 984,837 830,423 2,970,561 35,367,917 6,809,170

Total Expenditures

$

40,448,687

$

63,682,294

$

69,897,143

Surplus (Deficit)

$

(4,414,874) $

3,245,938

$

(31,369,933)

$

275,000 -

36,243 -

$

29,899,933 -

Expenditures Salaries & Benefits Team Development Professional Services Contractual Services Commodities Other Programs Capital Debt Service

Other Sources (Uses) Bond Proceeds Interfund Transfers Total Other Sources (Uses) Net Surplus (Deficit)

$

275,000 $

(4,139,874) $

43

36,243 3,282,181

29,899,933 $

(1,470,000)

Statement of Revenues and Expenditures The Statement of Revenues and Expenditures on pages 38 through 42, presents primary revenue and expenditure categories by major and non-major funds and three years of information. The 2009 actual amounts are audited figures. A surplus or deficit for each fund is presented. The year 2010 is a 20 month fiscal year and as such estimated revenues and expenditures for this period are inflated compared to 2009 actual and 2011 budgeted.

Governmental Funds General Fund The General Fund is used to account for the general operating activities of the Village, which are not accounted for in any other fund. Total budgeted revenues in 2011 are $20,002,810 which is slightly higher than 2009. In 2010 Revenues exceeded expenditures by $6,418,486 which covered transfers to other funds in the amount of $6,411,453. The total estimated surplus in 2010 is $7,033. The primary revenue sources for this fund are tax receipts and intergovernmental revenue. In 2011 this fund is budgeted to have a total surplus of $607,879.

Capital Improvement Fund The Capital Improvement Fund is used to accumulate funds for the replacement and development of capital assets and infrastructure. Financing for capital projects in this fund is provided by dedicated tax receipts and intergovernmental revenue as well as licenses and permits. Specifically, a portion of the Village’s total sales tax is dedicated to the Capital Improvement Fund. Intergovernmental revenue includes grants from the State and Federal governments. Finally, the Village requires a vehicle sticker for vehicles registered in the Village of Bensenville. Expenditures in this fund go towards large capital items and infrastructure projects. The Village will have a net deficit of $1,952,540 in this fund due to a planned draw down of accumulated fund balance in this fund.

Debt Service Fund The fund is used to accumulate monies for the Village’s retirement of general obligation bonded debt. Financing is provided through an annual tax on property levied specifically for the purpose of retiring bonded indebtedness. Additionally, the Village transfers cash from other funds to pay for the Village’s debt service.

The debt service payments out of this fund have gone down from $5,036,428 to $3,949,243.

Non-Major Governmental Funds The remaining Non-Major Governmental Funds are grouped together. They consist of the Village’s Tax Increment Financing District funds as well as the Special Service Area Funds. The primary revenue sources for these funds are property taxes and bond proceeds. The expenditures in these funds are largely capital in nature.

44

Enterprise Funds Utility Fund This fund was established to account for the Village’s water and sewer activities.

The Village provides potable water for the residences and businesses within the Village. As an Enterprise Fund, the Utility Fund is financially self-supported through charges for services. Additionally, as an Enterprise Fund; Capital Outlay and Debt Service is charged directly to the Utility Fund. Expenses out of this fund go towards the service, maintenance and infrastructure needs of maintaining a high quality water and sewer system.

Non-major Enterprise Funds The remaining Non-major Governmental Funds are grouped together. They consist of the Village’s Commuter Parking Fund, Stormwater Fund, and Recycling and Refuse Fund. Like the Utility Fund these funds are financially selfsupported through Charges for Services. Capital Outlay and Debt Service is charged directly to this fund. Expenses go towards the service, maintenance and infrastructure needs of the Village’s Metra commuter parking lot and the Village’s stormwater system. Other Expenses include the Village’s contract for refuse and recycling collection and dumping.

The Village operates under a conservative financial approach. Surplus operating budgets, program fees and taxes that exceed general operating expenses are proposed each year. Excluding Capital expenditures and bond proceeds the Village would be budgeting a $5,475,284 surplus for 2011. This reflects the Board of Trustees’ desire to operate and maintain the Village in a positive position so that it has the capacity to provide services of the highest quality to its residents.

The Budget Summary Report on page 31 balances to the Statement of Revenues and Expenditures on pages 38 - 42.

Overall the Village does not overly rely on any one revenue source to fund operations. Revenues are stratified and consist of tax receipts, intergovernmental revenue, licenses, permits, fines, forfeits, charges for services, investment income, bond proceeds and other revenues. Expenditure appropriations are developed from economic trends and forecasting as well as the assumption that facilities operate at full capacity. This generally results in appropriated expenditures that are higher than actual level of expenditures for staffing and materials.

45

Village of Bensenville Equalized Assessed Valuation, Tax Levy and Tax Rates

Tax Levy Year Equalized Assessed Valuation Total Tax Levy:

2009

2008

2007

2006

2005

$

747,966,681

$

736,615,810

$

702,391,692

$

692,097,491

$

659,393,604

$

4,841,276

$

2,331,793

$

4,249,762

$

4,500,555

$

4,569,713

Corporate

0.2708

0.2796

0.2771

-

0.1995

IMRF

0.0284

0.0303

0.0107

0.0230

0.0287

Bond and Interest

0.0728

0.0756

0.0951

0.0973

0.1705

Fire Protection

-

-

-

-

0.0709

Firemen's Pension

-

-

-

-

0.0355

Police Protection

0.1389

0.1322

0.1295

0.1392

0.1380

Policemen's Pension

0.0400

0.0306

0.0174

0.0161

0.0141

Tort Judgments

0.0365

0.0419

0.0631

0.0580

0.0574

Social Security

0.0331

0.0358

0.0155

0.0153

0.0336

Workers Compensation

0.0258

0.0258

0.0324

0.0086

0.0307

0.6463

0.6518

0.6408

0.3575

0.7789

Total Tax Rate:

The tax levy in the stated year is collected in the following year, for example, taxes levied in 2009 were collected in calendar year 2010. In 2006 the Fire Department became a separate taxing district and not taxed on the Village Levy. The Village did not levy a corporate tax in 2006 to lessen the first year tax payer burden that would have resulted from the fire department's departure.

46

EAV, Tax Levy and Tax Rates The spreadsheet on page 45 shows the equalized assessed valuation (EAV) and tax levy and rates for five years beginning with 2005. Excluding Fire Protection and Fire Pension the tax rate is lower than it was in 2005. In 2006 the Fire Department became its own separate taxing Fire Protection District and was no longer a part of the Village. In that year the Village did not levy a coporate property tax. This was to lessen the first year tax burden that would have resulted from the separation of the Fire District. The Village resumed levying a corporate rate in 2007. The tax rate in 2008 was slightly higher than it was in 2007 but lowered again in 2009.

The Board of Trustees and staff discuss the tax levy every fall.

The following timeline was used for the 2010 tax levy which will be finalized and collected in 2011: October 19, 2009:

Present Tax Levy Estimate Determination of Truth in Taxation Hearing to the Administration, Finance and Legislation Committee.

October 26, 2009:

Present Tax Levy Estimate Determination of Truth in Taxation Hearing to the Board of Trustees.

November 23, 2010: Pass Tax Levy Ordinance November 29, 2010: Tax Levy Filed with DuPage and Cook County Clerks December 28, 2010: Deadline to file Tax Levy Ordinance with the County Clerks.

47

Debt Position Village residents call for quality infrastructure, so we budget capital and infrastructure expenditures for facilities, roadways, sidewalks, equipment, vehicles, water, sewer, and recreation, and open space needs. Therefore, the costs associated with acquiring and improving many long-term capital assets are met with the issuance of debt and surplus operations. The Village reviews existing obligation structure, current and projected surplus from operations and future liability levels before making decisions to issue new debt.

The Village issues bonds, debt certificates, and other debt instruments to pay the principal and interest on other outstanding bonds, purchase capital assets, finance various public capital infrastructure improvements such as the construction and installation of street, water and sewer improvements, and to finance corporate purpose projects of the Village. A list of Village debt by fund is shown on page 48.

On December 1, 2010 the Village’s Standard and Poor’s bond rating was confirmed at A+ with a stable outlook. Standard and Poor’s cites “the stable outlook reflects our expectation that the Village will maintain positive operations and build its cash levels and unreserved general fund balance.

If the Village reports and maintains very strong reserves, the rating could experience upward pressure.”

Additionally, in 2010 the Village’s municipal bond rating was increased from A3 to A1 by Moody’s.

The graph below shows the Village’s efforts to stabilize its outstanding debt obligations.

48

List of Village Debt by Fund

Balance as of 4/30/2008

Retirements/ Write-Offs

Debt

Balance as of 4/30/2009

New1/Proposed2

12/31/2010

(Non-Recourse Debt)

Through 12/31/10

Balance as of 12/31/2010

Proposed New

Debt 12/31/2011

Retirements 2011

Balance as of 12/31/11

Balance Retirements 2012

Retirements 2013

Retirements 2014

Retirements Remaining as 2015 of 1/01/2016

Debt Service Fund

31,160,823

28,015,168

3,450,000

6,801,964

24,663,204

-

2,954,095

21,709,109

2,727,147

2,597,384

2,724,029

2,858,477

10,802,072

Utility Fund

11,250,000

10,690,000

-

1,185,000

9,505,000

4,933,007

3,700,000

10,738,007

205,000

265,000

260,000

303,528

9,704,479

235,000

160,000

-

160,000

-

-

-

-

-

-

-

-

-

#4, #5, #6, #7, #8 & #9

-

-

-

-

-

10,990,000

-

10,990,000

343,000

360,500

381,000

401,500

9,504,000

Rental Property

4,000,000

4,205,000

-

4,205,000

-

-

-

-

-

-

-

-

-

TIF #1

2,765,000

1,912,710

-

1,912,710

-

-

-

-

-

-

-

-

-

TIF #4

2,585,000

2,475,000

-

1,395,000

1,080,000

-

75,000

1,005,000

80,000

90,000

100,000

110,000

625,000

TIF #5

2,115,000

2,015,000

-

995,000

1,020,000

-

50,000

970,000

55,000

60,000

65,000

790,000

-

SSA #2 Ser.2000 SSAs N. Industrial

#3,

TIF #7

2,165,000

2,040,000

-

275,000

1,765,000

-

155,000

1,610,000

190,000

270,000

150,000

150,000

850,000

TIF #11

1,840,000

1,790,000

-

105,000

1,685,000

-

70,000

1,615,000

90,000

100,000

110,000

125,000

1,190,000

-

-

-

-

-

16,715,000

-

16,715,000

-

-

-

400,000

16,315,000

58,115,823

53,302,878

3,450,000

17,034,674

39,718,204 -

32,638,007

7,004,095

65,352,116 -

3,690,147

3,742,884

3,790,029

5,138,505

48,990,551 -

58,115,823

53,302,878

39,718,204 -

65,352,116 -

48,990,551 -

58,115,823

53,302,878

39,718,204 -

21,724,109 -

23,171,551 -

7,000,000 3,000,000

7,000,000 3,000,000

10,000,000

10,000,000

3,000,000 -

3,000,000 -

3,000,000 -

68,115,823

63,302,878

42,718,204

68,352,116

51,990,551

68,115,823

63,302,878

42,718,204

24,724,109

26,171,551

TIF (N Industrial) Total: Total Outstanding -

VOB Debt Proposed for SSAs & N Industrial TIF

Total Outstanding VOB Debt Current (includes W&S Restructuring)

TIF Funds

-

(Non-Recourse)

TIF #2 TIF #6 Total Outstanding Non-Recourse Debt

Total Outstanding - All Debt Proposed

Total Outstanding - All Debt Current (Recourse & Non-Recourse including W&S Restructuring)

-

7,000,000 -

-

3,000,000 -

-

49

-

3,000,000 -

-

-

-

-

3,000,000 -

Total Village Total Village Staffing Headcounts

2009 Budget

CY2010 Budget

2011 Proposed

120 15 135

108 13 121

111 10 121

Full-Time Positions Part-Time Total

Major Budget Changes Revenue Total revenue is proposed to be up $24,161,122 or 54.58% from CY2010 budget.

Revenue changes include: • Tax revenue is proposed to increase slightly (1.48%) to $12,070,898.

• Total Intergovernmental Revenue is budgeted to decrease by $626,041 or 6.31%. In CY2010 the Village budgeted $1,000,000 of Chicago O’Hare International Airport proceeds in the Capital Improvement Fund. This amount was not budgeted in 2011. Excluding this one-time occurrence Intergovernmental Revenues would actually increase $373,959 or 4.2%.

• Licenses and Permits is budgeted to be $116,250 or 10.8% less than the CY2010 budget. This is due to conservative budgeting of business licenses and building permits to reflect a potential downturn in the economy.

• Fines and Forfeitures revenue is budgeted to increase by $147,750 or 21%. This is solely due to the way redlight camera violations are being accounted. In the past the Village would post the net revenue (gross revenues – associated expenditures) into the revenue account. The Village is now posting gross revenues into the revenue account and the expenditures into an expenditures account instead of netting the two amounts together in one account.

• Charges for Services is budgeted to increase by $3,417,674 or 28.91%.

Most of this increase ($3,298,100) is in the Utility Fund. Utility fund revenues are projecting about 16% higher than budgeted. The 2011 budget reflects this trend. Additionally, the 2011 budget reflects a modest increase in utility rates.

• Investment Income is budgeted to be $145,243 less than the CY2010 budget. This is due to the fed funds rate to continue to be at or near zero.

• Bond Proceeds are projected to be $26,899,933 higher than last year’s CY2010 budget. The Village has budgeted for 3 bond issuances totaling $29,899,933 to pay for extensive capital improvement initiatives.

50

•

Other revenues are budgeted to be $5,592,672 less than the CY2010 budget. $5,459,382 of this difference is from rental income proceeds from property the Village owned in 2010 that the Village no longer owns.

Expenditures Salaries and Benefits The proposed budget is $534,819 (4.9%) above the CY2010 budget. This is partially due to expected wage increases during the year. The Village has contracts with 3 collective bargaining units that are due increases in 2011.

Additionally, Village health insurance costs are set to increase by 8% in 2011.

Additionally, in the spirit of conservatism the Village budgets known vacancies at 100% even though those positions might not be filled until the middle of the year.

The difference at the end of the year goes towards strengthening the Village’s fund balance reserves. Finally, the Village is budgeting to make 100% of its required pension contribution.

There are three significant changes to the Village wide staffing level in 2011 compared to the CY2010 budget. The Village is converting 3 part time positions into full time. The Village is making its Emergency Management Coordinator a full time position as well as converting two part time Public Works Technicians to full time. Total authorized positions remains constant at 121.

Budgeted amounts assume full employment with no vacancies.

Team Development The 2011 budget for Team Development increased $25,909 or 10.96% from the CY2010 budget. This reflects the Village’s effort to maintain a highly skilled workforce capable of delivering on its strategic objectives including providing quality customer oriented services. The increase reflects increased opportunities for staff training, including customer service specific training. Other Team Development expenditures include membership dues, professional development expenditures and subscriptions to professional journals and newspapers.

Professional Services The 2011 budget for Professional Service increased $469,030 or 19.62% from the CY2010 budget. This is due to: • $10,000 is for project management services specifically for facilitation, promotion and representation at the County, State & Federal level.

• $8,000 is for estimated increase in legal services in the Police Commission.

• $30,000 is for an allowance for participation in the Illinois City / County Management Association Fellowship Program.

• $24,000 is for increased in public relations expenditures.

51

• • • • • •

$36,540 is for increased information technology contract expenditures and specific process efficiency evaluation / implementation consulting services. $15,000 is for the implementation of an automated timekeeping solution. $14,400 increase in Professional Service in Community and Economic Development. $25,000 of the decrease is due to a water and sewer rate study that was budgeted in CY2010 and not budgeted in 2011. $10,000 of the decrease is for a pavement condition survey budgeted in CY2010 that is not budgeted in 2011.

The remaining amount are items that were classified as “Other” expenditures in CY2010 that are now properly classified as Professional Services.

Contractual Services The 2011 budget for Contractual Services increased $1,020,456 or 13.56% from the CY2010 budget.

• $23,900 of this increase is to provide funding for the development of a new hiring list for potential patrol officer vacancies.

• $115,089 reflects a change in how the Village accounts for its redlight camera enforcement program. In the past the Village would only post the net revenue (ticket revenue minus service / maintenance fees) to a revenue account. In 2011 the Village is properly accounting for gross revenue and separately accounting for the expenditures in an expenditure account.

• The remaining amount are items that were classified as “Other” expenditures in CY2010 that are now properly classified as Contractual Services.

Commodities The 2011 budget for Commodities increased $202,088 or 25.8% from the CY2010 budget.

• $7,000 is for uniforms and ballistic vests for potential new officers.

• $3,000 is for a SWAT team tactical vest and required equipment to have an officer assigned to the DuPage SWAT team.

• The remaining amount are items that were classified as “Other” expenditures in CY2010 that are now properly classified as Commodities.

Other The 2011 budget for “Other” expenditures decreased $3,206,898 or 79.43% from the CY2010 budget.

• $165,000 is a decrease in the amount budgeted for workers compensation claims payments.

• The remaining is difference is mostly due to properly classifying accounts in 2011 that were lumped together and classified as “other” in 2010.

52

Programs The 2011 budget for Programs decreased $82,839 or 2.71% from the CY2010 budget.

• $10,000 reduction in senior citizen programming.

• $3,000 for elimination of a Father’s Day program.

• $5,000 reduction in the Halloween / Oktoberfest special event.

• $2,500 reduction in the budget for Liberty Fest.

• $125,000 was for a Transportation Orientation Study budgeted in CY2010 that was classified as a Program that was not budgeted in 2011.

Capital The 2011 budget for Capital increased $31,120,502 or 732.69% from the CY2010 budget.

• Details of the Village’s Capital expenditures can be found in Appendix A. Debt Service The 2011 budget for Debt Service decreased $6,959,961 or 50.55% from the CY2010 budget.

• In CY2010 the Village called (paid off early) the Series 2000 bond issuance in the amount of $795,967. This raises the amount of the budget in CY2010 as the Village budgeted for this bond issuance to be called. In addition in 2011 the Village does not have to budget for the payment that would have been due had this bond issuance not been called.

• In CY2010 the Village called (paid off early) the Series 2003E bond issuance in the amount of $1,340,098. This raises the amount of the budget in CY2010 as the Village budgeted for this bond issuance to be called. In addition in 2011 the Village does not have to budget for the payment that would have been due had this bond issuance not been called.

• A complete summary of the Village’s debt obligations can be found on page 48.

53

GOVERNANCE

Highlights & Initiatives •

FY 2011 Budget: $ 404,153 CY 2010 Budget: $ 342,069 FY 2009 Audited: $ 3,401,936

•

Maintains re-established relationships with Regional Organizations and COGS ($30,325)

•

Provides resources for the continued involvement in the legislative process at both the state and federal levels ($129,950)

•

Continues Board commitment to an on-going Strategic Planning process ($22,000)

•

Addresses the need for on-going training for elected and appointed members of boards and commissions ($7,300)

•

Funds implementation of Phase I of Record Storage initiative ($10,000)

•

Board of Police Commissioners: provides the funding necessary to develop new hiring list for Patrol Officer ($29,500)

•

FY 2011 Proposed Staffing Level: CY 2010 Staffing Level:

Percent Change: 18.15% Increase

1 Full-Time 1 Full-Time

54

0 Part-Time 0 Part-Time

Governance

General Responsibilities: The Governance area encompasses the budget for the Village’s democratic legislative process, elected officials, Village record keeping, maintenance of the Village code and ordinances as well as State and Federal Intergovernmental legislative activities. The Department’s budget includes expenditures for the Village Board, Village Clerk’s Office, Community Development Commission and Police Commission. The Village’s strategic planning expenditures are also a part of the Governance budget. Governance sets the strategic direction for the entire village.

Regular Full & Part Time Positions, Fiscal Years 2010 & 2011 (01/11) 2010 Elected/Appointed Officials Village President Board of Trustee Members Village Clerk CDC Commissioners Police Commissioners

2011

2010-2011 Change

1.00 6.00 1.00 7.00 3.00

1.00 6.00 1.00 7.00 3.00

0.00 0.00 0.00 0.00 0.00

18.00

18.00

0.00

Full-Time Staff by Position Deputy Village Clerk

1.00

1.00

0.00

Total Full-Time Staff by Position

1.00

1.00

0.00

Part-Time Staff by Position None Total Part-Time Staff by Position

0.00 0.00

0.00 0.00

0.00 0.00

Part-Time Staff by Authorized Hours None Total Part-Time Staff by Hours

0.00 0.00

0.00 0.00

0.00 0.00

Total Elected/Appointed Officials

55

Governance (Continued) The Governance area encompasses the following: Village Board The Village operates under the President-Trustee form of local government.

Bensenville has eight elected officials: a Village President (Mayor), six Trustees and a Village Clerk. Officials are elected at large and represent the entire Village.

The Village Board create policy and direction for the Village. Functions include: • Passing resolutions and ordinances • Approving the expenditure of money • Levy taxes • Approve subdivisions, zoning and other land use regulations • Deal with any / all other issues that affect the Village of Bensenville The President appoints the Village Manager with the approval of the Board. The Village Manager carries out the policies and oversees the daily operations of Village business.

Village Clerk’s Office The Village Clerk’s Office serves as the official keeper of the Village’s official records, administrator of village contracts and receives legal documents on behalf of the Village. Additionally, the Village Clerk’s Office is responsible for processing all Freedom of Information Act (FOIA) requests the Village receives.

Community Development Commission The Community Development Commission (CDC) meets on a regular basis to execute a range of services regarding zoning, planning and development issues.

They prepare and recommend to the Board of Trustees a comprehensive plan for the present and future development of the Village. The CDC conducts Public Hearings for the review of the cases presented by the Community and Economic Development Department staff, petitioning applicants and interested parties.

These cases generally involve one or more of the following: Conditional Use Permits, Planned Unit Developments, Rezoning, Variances, Text Amendments and Site Plan Reviews. Based on the cases presented by the staff and the applicant, the CDC makes recommendations to the Community and Economic Development Committee (CEDC) for approval, conditional approval or denial of these applications. It also has the power to initiate proposals for amendments and advise other bodies regarding zoning or land use decisions.

The Board of Fire and Police Commissioners The Board of Fire and Police Commissioners meets on a monthly basis and is responsible for maintaining the police officer eligibility roster for the Village of Bensenville. Additionally, the Board of Fire and Police Commissioners hears officer discipline issues.

56

Governance (Continued) FY2010 Accomplishments The Village completed a strategic planning process identifying the following initiatives: Financially Sound Village Providing Quality Customer Oriented Service Safe and Beautiful Village Enrich the Lives of Village Residents Become a Major Business and Corporate Center Vibrant Major Corridors The Strategic Plan identified the following policy and management agenda: Items marked with a  were completed during the year.

• • • • • • • • • • • • • • • • • • • • • • • •

Water and Sewer Rates: Resolution of Litigation, Village Action Plan  Residential Flooding: Analysis, Direction, Funding  Code Enforcement: Evaluation, Direction, Staffing  Village Comprehensive Economic Development Policy and Plan Development, Direction, Strategy, Marketing, Tool Kit  Industrial Park: Evaluation, Plan, Direction  Property Maintenance on Major Corridors: Evaluation, Direction, Actions  Capital Assets Improvement, Plan and Program: Development and Funding  Alternative Revenue Study: Evaluation, Report, Direction – In Progress Tax Increment Financing (TIF): Evaluation, Direction  Non Related Occupants Regulation: Evaluation, Direction, Village’s Role, Actions  Foreclosed Homes: Assessment, Direction, Village’s Role, Actions  Legends Golf Course: Evaluation, Direction, Actions – In Progress Comprehensive Land Use Plan: Development  Five Year Financial Plan and Projections: Development – In Progress Computer System: Evaluation, Direction, Funding  Bill Payment Online: Evaluation, Direction, Funding  Building Code (2006 Revision): Update, Direction  Branding and Marketing  Elgin – O’Hare Western Bypass: Evaluation, Plan for Bensenville  Business Advisory Commission: Development 1st Quarter  Health Insurance Cost Containment: Evaluation, Direction  Consolidated Police Dispatch: Evaluation, Direction – In Progress Training for Village Team: Program Development, Direction, Funding  Complaint Tracking System: Evaluation, Direction, Funding 

57

Governance – FY2010 Accomplishments (Continued) • • • • • • • • • • • • • •

CDBG: Dollar Attraction  Pavement Restoration: Evaluation, Direction, Policy, Funding  York Road Billboard Removal  Calendar year Budget Transition  Billing and Collections Processes: Evaluation, Direction  Structural Budget Deficit Plan: Direction, Implementation  Banking Services: Direction  Financial Audit Completion (2009)  Home Improvements Grant Program: Transition Out of the Program  Overweight Truck Permit Program: Legal Issue Resolved  Leaking Underground Storage Tanks: Direction  Local Ordinances on Industrial Pretreatment  Steel Hockey Club: Contract  Marquee sign: Improvement – In Progress

Summary of Budgeted Expenditures

Budgeted Expenditures Personnel Services Salaries & Other Wages Benefits Total Personnel Services Operating Expenditures Team Development Professional Services Contractual Services Commodities Programs Total Operating Expenditures Other Expenditures Capital Total Other Expenditures Total Expenditures

FY 2009 Actual

FY 2010 Budget

$96,252 17,603 $113,855

$116,597 28,296 $144,893

$116,456 30,228 $146,684

$67,796 16,768 $84,564

$68,662 17,636 $86,298

$106,642 174,539 59,339 10,597 (11,125) $339,992

$101,608 141,901 33,957 12,368 143,906 $433,740

$69,705 140,000 39,950 7,850 0 $257,505

$81,540 157,000 69,090 7,225 3,000 $317,855

$4,574 63,602 22,985 6,404 3,190,517 $3,288,082

FY 2010 Projected

CY 2010 Budget

2011 Budget

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$3,401,937

$484,885

$580,424

$342,069

$404,153

58

Major Budget Changes Team Development The $11,835 (16.98%) increase from the CY2010 budget is due to: • $4,000 is for participation in the NWMC, Northwest Municipal Conference.

The Village is a new member of this organization.

• The remaining $7,835 is for expected increases in membership dues as well as for increased training.

Professional Services The $17,000 (12.14%) increase from the CY2010 budget is due to: • $10,000 is for project management services specifically for facilitation, promotion and representation at the County, State & Federal level.

• The remaining $7,000 is for estimated increase in legal services in the Police Commission.

Contractual Services The $29,140 (72.9%) increase from the CY2010 budget is due to: • $23,900 of this increase is to provide funding for the development of a new hiring list for potential patrol officer vacancies.

• The remainder is due to expected increases in existing contractual services.

All other expenditure categories are consistent with last year’s budget.

Overall The total budgeted expenditures are 18.15% higher than the CY2010 budget.

59

OFFICE OF THE VILLAGE MANAGER

Highlights & Initiatives •

FY 2011 Budget: $ 3 930,307 CY 2010 Budget: $ 3,790,754 FY 2009 Audited: $ 3,324,683

•

Provides Support Services for MUNIS version upgrade, transition to MUNIS integrated Citizen Relationship Management (CRM) program, implementation of Fleet/Facilities module and custom integration of Paylocity with Work Orders and Service Requests. Also provides for focused support with the objective of completing transition of day-to-day oversight & management of software system to in-house staff ($148,440)

•

Provides for General Fund contingency to address unforeseen emergencies/changing economic conditions ($255,000)

•

Transitions to new health insurance program alternative to provide for long-term stabilization and cost containment

•

Encourages Village-Wide employee development through the funding of a tuition reimbursement program ($9,450)

•

Establishes allowances for Liability and Workers Compensation claims consistent with self-funded risk levels assumed by Village ($300,000 & $375,000, respectively)

•

Provides for enhanced communications through funding of the “Vision” and the redesigned community newsletters and the sponsoring of Village-Wide community survey ($38,000 & $15,000, respectively)

Percent Change CY 2010 to FY 2011: 3.68% Increase

60

Office of the Village Manager

General Responsibilities: The Office of the Village Manager is responsible for the high level administrative and supervisory duties in implementing the day-to-day operations of the Village.

The Village Manage acts as the Chief Executive Officer of the Village and is responsible for implementing policy and carrying out directives of the Village Board.

Regular Full & Part Time Positions, Fiscal Years 2010 & 2011 (01/11) 2010 Full-Time Staff by Position Village Manager Deputy Village Manager Executive Assistant Administrative Assistant Hr/RM Director

2011

2010-2011 Change

1.00 0.00 1.00 1.00 1.00 0.50 1.00 0.00

1.00 0.00 1.00 1.00 1.00 0.50 1.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00

5.50

6.50

1.00

1.00

0.00

(1.00)

Total Part-Time Staff by Position

1.00

0.00

(1.00)

Part-Time Staff by Authorized Hours None Total Part-Time Staff by Hours

0.00 0.00

0.00 0.00

0.00 0.00

Marketing/Business Development Admin

Cable Director Emergency Management Coordinator Total Full-Time Staff by Position Part-Time Staff by Position Emergency Management Coordinator

The Office of the Village Manager directly supervises the following: Administration The Office of the Village Manager is responsible for developing, recommending and implementing long range plans affecting the entire Village. The Village Manager acts as a direct liaison with the elected Board of trustees in setting priorities.

61

Office of the Village Manager (Continued) Legal The Village Attorney counsels the Administration and Village Board on any legal matters that may arise. The Attorney offers legal opinions regarding interpretation of the Village Code of Ordinances and Illinois Statutes, represents the Village in any litigation, reviews contracts and agreements and assists in the development of ordinances and resolutions.

Human Resources / Employee Benefits Administration Develops, implements and communicates benefit programs and policies including health and life insurance, workers' compensation, retirement plans, employee assistance, employee recognition, unemployment insurance, supplemental retirement compensation, sick and vacation time.

Salary Administration Develops and administers the compensation management programs for full-time exempt and non-exempt personnel; researches, develops and implements wage and salary modifications in policy; researches and implements part-time wage schedules. Monitors documented time for compliance with the Fair Labor Standards Act, and other satisfactory internal controls.

Personnel Policies and Procedures Administration Develop, implement and communicate personnel policies and procedures to all Village of Bensenville Staff.

Risk Management Human Resources manages all functions of the Village’s risk management program including managing property, liability, workers' compensation, employment practices and unemployment insurance.

Marketing and Public Information The Marketing Department is responsible for administration, organization, development and distribution of public information, media releases, public relations, Village website, and assists in developing marketing and promotional strategies for the Village. The marketing department is also the Village’s inhouse advertising and promotion team. They also pursue outside revenue sources in the form of advertising in the recreation brochure as well as securing sponsorships for Village special events.

Information Technology Maintains all centralized computer hardware, coordinates software purchases and software development, and maintains a secure computer environment with reliable, usable data. Performs in-house and coordinates external computer training on the Village’s computer applications. Responsible for overall management of the Village’s telephone communications and voice mail systems.

Emergency Management The Village’s Emergency Services Disaster Agency (ESDA) monitors severe weather, assists at disaster scenes, maintains traffic control during emergency and community events, crowd control, search and rescue on land and water, disseminates public information, offers mutual aid (assisting other suburban ESDA units) and trains local volunteers for emergencies.

62

Office of the Village Manager (Continued) FY2010 Accomplishments Financially Sound Village Providing Quality Customer Oriented Service •

Implemented Strategic Plan.

•

Settled litigation over the water and sewer rates (Industrial Surcharge).

•

Transitioned to a calendar fiscal year.

•

Eliminated structural deficit.

•

Broker change for Liability and Workman’s Compensation Insurance saving $63,000 a year on premiums.

•

Health insurance rates costs increased at a lower amount than the industry norm of 10 – 15%.

•

Worked with collective bargaining units and achieved 7 month postponement of wage increases.

Safe and Beautiful Village •

Developed analysis, direction and funding plans to address residential flooding issues.

•

Increased participation in the wellness luncheon and employee flu shot administration.

Enrich the Lives of Village Residents • Implemented a complaint tracking system to increase responsiveness to Village stakeholders.

Become a Major Business and Corporate Center • Village comprehensive economic development policy and plan direction, strategy, marketing and tool kit.

•

Developed strategy and plan for the North Industrial Park TIF area.

Vibrant Major Corridors • Marquee Sign Improvement •

Elgin – O’Hare and western bypass: Evaluation Plan

63

Office of the Village Manager (Continued)

Summary of Budgeted Expenditures

Budgeted Expenditures Personnel Services Salaries & Other Wages Benefits Total Personnel Services Operating Expenditures Team Development Professional Services Contractual Services Commodities Other Expenditures Programs Total Operating Expenditures Total Other Expenditures Total Expenditures

FY 2009 Actual

FY 2010

FY 2010

FY 2010

20 Month

20 Month

Calendar

Budget

Projected

Budget

FY 2011 Budget

$413,092 137,205 $550,297

$490,330 207,950 $698,280

$694,954 $877,973 $875,000 184,549 269,249 265,000 $879,503 $1,147,222 $1,140,000

$18,982 $66,650 $55,814 $50,983 $54,712 9,108 803,322 838,784 575,700 666,240 2,384,340 2,555,450 2,720,360 1,286,264 1,366,275 22,295 46,535 48,123 32,900 33,450 0 1,107,420 970,593 1,095,000 955,000 10,455 199,931 135,207 199,610 156,350 $2,445,180 $4,779,308 $4,768,881 $3,240,457 $3,232,027 $0

$0

$0

$0

$0

$3,324,683 $5,926,530 $5,908,881 $3,790,754 $3,930,307

Major Budget Changes Salaries and Other Wages The $77,238 (18.6%) increase from the CY2010 budget is due to: • $48,431 is for a new full time Emergency Management Coordinator position that will manage the Village’s Emergency Services Disaster Agency (ESDA).

• The remaining increase in this category is to account for expected wage increases in 2011.

Benefits The $70,745 (51.5%) increase from the CY2010 budget is due to: • $28,863 is the maximum potential benefit amount for the new Emergency Management Coordinator position.

• $30,000 is for unemployment benefits that are now 100% budgeted in this area. Unemployment benefits used to be budgeted in a different part of the budget but are now a part of the Village Manager budget. This was switched to make it easier to track total unemployment benefits.

• The remainder is due to increasing health insurance premiums of approximately 8%.

64

Professional Services The $90,540 (15.7%) increase from the CY2010 budget is due to: • $30,000 is for an allowance for participation in the Illinois City / County Management Association Fellowship Program.

• $24,000 is for increased in public relations expenditures.

• $36,540 is for increased information technology contract expenditures and specific process efficiency evaluation / implementation consulting services.

Contractual Services The $80,011 (6.2%) increase from the CY2010 budget is due to: • Moving the budget for the Village’s phone services into the Information technology budget and out of the finance budget.

Other Expenditures The $140,000 (12.8%) decrease from the CY2010 budget is due to: • $165,000 is a decrease in the amount budgeted for workers compensation claims payments with other accounts classified as “other” slightly increasing.

Programs The $43,260 (21.6%) decrease from the CY2010 budget is due to: • Correctly budgeting programs to other departments that were previously budgeted in the Office of the Village Manager budget.

All other expenditure categories are consistent with last year’s budget.

Overall The total budgeted expenditures are 5.42% higher than the CY2010 budget.

65

FINANCE DEPARTMENT

Highlights & Initiatives •

FY 2011 Budget: CY 2010 Budget: FY 2009 Audited:

$1,121,851 $ 1,067,444 $1,434,543

•

Develop 5 Year VOB Financial Plan

•

Develop monthly Budget vs. Actual Reports for Department Heads and continue to refine monthly and quarterly financial packages provided to the Village Board

•

Format Budget per GFOA guidelines and submit for Distinguished Budget Presentation Award

•

Address all items identified in the 2009 Audit Management Letter

•

Provide for implementation of TimeForce co. computerized timekeeping software

•

Provide for one Specialized Training program for each departmental staff member

•

Provide for the evaluation of the outsourcing of Printing and Mailing of Utility Bills

• •

FY 2011 Proposed Staffing Level: CY 2010 Staffing Level: May 1, 2009 staffing Level:

Percent Change:

10 Full-Time 10 Full-Time 10 Full-Time

66

5.09% Increase

1 Part-Time 2 Part-Time 4 Part-Time

Finance Department

General Responsibilities: The Finance Department is dedicated to providing exceptional services to residents and businesses, other Village departments, and other governmental agencies by applying modern financial management practices to ensure that the Village is able to deliver services effectively and efficiently on a sustained basis and in a manner that is reflective of the organizations commitment to excellent customer service.

Regular Full & Part Time Positions, Fiscal Years 2010 & 2011 (01/11) 2010 Full-Time Staff by Position Director Assistant Director Payroll Admin/Staff Accountant Accounts Payable Administrator Administrative Assistant Account Clerk Cashier/Receptionist Utility Billing Clerk

2011

2010-2011 Change

1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00

1.00 1.00 1.00 1.00 0.00 3.00 1.00 2.00

0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00

10.00

10.00

0.00

Part-Time Staff by Position Office Assistant -Cashier Utility Billing Clerk

1.00 1.00

0.00 1.00

(1.00) 0.00

Total Part-Time Staff by Position

2.00

1.00

(1.00)

Part-Time Staff by Authorized Hours Interns/Seasonal Total Part-Time Staff by Hours

640 640

640 640

Total Full-Time Staff by Position

0 0

The Finance Department supervises the following: Budget Preparation Coordinates yearly budget and reports progress to the Board through monthly and quarterly financial reports. Staff tracks all capital projects from planning stage through project closeout and asset posting. Finance is also responsible for the preparation of the Villageâ&#x20AC;&#x2122;s Truth-In-Taxation Resolution, Tax Levy, Budget and Abatement Ordinances.

67

Finance Department (Continued) Audit Program Finance staff prepares the preliminary audit schedules for the independent public accounting firm.

Cash Management Implements effective control of receipts and disbursements, reviews and monitors debt management procedures, protects cash and assets through sound internal control, and invests surplus funds to earn a market rate of return and ensures the preservation of capital.

Utility Billing Responsible for the preparation and distribution of monthly water and sewer billings and final bills as well as the scheduling of customer service appointments for Public Works Meter Technicians.

FY2010 Accomplishments Financially Sound Village Providing Quality Customer Oriented Service •

Implemented online utility bill payment.

•

Implemented a “no fee” banking arrangement saving the Village $16,000 a year in bank charges.

•

Awarded Certificate of Achievement for Excellence in Financial Reporting for the Village’s 2009 Comprehensive Annual Financial Report.

•

Implementing schedule and processes that insured the timely monthly mailing of water and sewer bills.

•

Coordinated the installation of new radio meter reading units Village-Wide so that accurate meter readings can be more easily obtained.

68

Finance Department (Continued)

Summary of Budgeted Expenditures Budgeted Expenditures

FY 2009 Actual

FY 2010

FY 2010

FY 2010

5/01/09-12/31/10

5/01/09- 12/31/09

Calendar

Budget

Projected

Budget

FY 2011 Budget

Personnel Services Salaries & Other Wages Benefits Total Personnel Services

$500,510 172,695 $673,205

$935,955 302,853 $1,238,808

$885,598 309,722 $1,195,320

$508,703 176,174 $684,877

$557,900 200,941 $758,841

Operating Expenditures Team Development Professional Services Contractual Services Commodities Other Expenses Programs Total Operating Expenditures

$3,405 158,630 425,473 22,111 26,796 0 $636,415

$8,632 354,111 504,982 45,510 65,632 400 $979,267

$6,199 356,863 567,860 50,387 72,924 444 $1,054,677

$6,275 70,600 234,960 22,160 48,572 0 $382,567

$6,950 156,000 121,260 23,800 55,000 0 $363,010

Other Expenditures Capital Interfund Charges Total Other Expenditures

$27,423 97,500 $124,923

$0 66,667 $66,667

$0 66,667 $66,667

$0 0 $0

$0 0 $0

$1,434,543

$2,284,742

$2,316,664

$1,067,444

$1,121,851

Total Expenditures

Major Budget Changes Salaries and Other Wages The $49,197 (9.6%) increase from the CY2010 budget is due to: • $37,773 is for the full year budgeting of the Finance Director position. The position was vacant for the first 6 months of CY2010 and was not budgeted for a full year.

• The remaining increase is to account for expected wage increases in 2011.

Benefits The $24,767 (14.06%) increase from the CY2010 budget is due to: • $14,093 is due to increasing health insurance premiums of approximately 8%.

• The remainder is to account for potential changes in family status that can significantly affect the cost health insurance premiums.

Professional Services The $85,400 (120.96%) increase from the CY2010 budget is due to: Finance Department (Continued) •

$15,000 is for the implementation of an automated timekeeping solution.

69

•

The remainder is to fully account for the Village’s annual audit within the Finance department budget. In CY2010 the audit was accounted for across several departmental budgets.

Contractual Services The $113,700 (48.39%) decrease from the CY2010 budget is due to: • $16,000 is a reduction in the budget for bank fees as a result of moving to a different banking agreement that eliminates monthly fees.

• The remainder is a result of moving the budget for the Village’s phone services into the Information technology budget and out of the finance budget.

Other Expenditures The $6,428 (13.2%) increase from the CY2010 budget is due to: • The increase is a result of increasing the budget amount for a 50% sales tax rebate to a local car dealership. The increase is to account for an expected continued improvement in car sales.

All other expenditure categories are consistent with last year’s budget.

Overall The total budgeted expenditures are 5.09% higher than the CY2010 budget.

70

POLICE DEPARTMENT

Highlights & Initiatives •

FY 2011 Budget: CY 2010 Budget: FY 2009 Audited:

$ 5,733,735 $ 5,433,851 $ 4,031,075

•

Reflects continued commitment to fund Police Pension Obligation at the expected actuarially determined level of a little over $1.0M

•

Continued commitment to utilized part-time officers to reduce costs associated with over-time resulting from injuries, sickness, military leaves, directed activities, crime prevention programs and special events while still maintaining a high quality level of service to the community

•

Provides for the training of two officers as patrol rifle instructors in order to more cost effectively provide the training that must be completed to move forward with the rifle program

•

Includes cost associated with the transitioning to administrative hearing process for non-traffic Village code violations, building code violations and zoning violations ($15,000)

•

Continuation of the Police Department Accreditation initially at state level and later to consider accreditation at the National level ($6,141)

•

Provides for the active participation in the Sheriff’s SWAT team though the assignment of an officer who would train with the SWAT team on a regular basis

•

Includes enhancements to the Village’s crime prevention initiative, providing for (1) after school tutoring for two hrs. on Mondays & Wednesdays at the PNRC, (2) expanded hours at the Teen Center, and (3) additional PT hours designated to Crime Prevention such “neighborhood watch”, “airport watch”, crime free housing program, and other outreach programs.

•

Fleet Replacement Plan: 2 squads at a cost including equipment of $30,000/vehicle (Included in the CIP Fund)

•

FY 2011 Proposed Staffing Level: CY 2010 Staffing Level: May 1, 2009 staffing Level:

Percent Change:

44 Full-Time 44 Full-Time 44 Full-Time

71

5.52% Increase

3 Part-Time 3 Part-Time 2 Part-Time

3836 Part-Time Hours 3836 Part-Time Hours 3574 Part-Time Hours

Police Department General Responsibilities: The Bensenville Police Department is dedicated to promoting and maintaining a safe and peaceful community. In partnership with residents, the police department serves a vital role enhancing the quality of life for those in the Village by preserving order, protecting life and property and enforcing laws while safeguarding individual liberties.

Police Divisions • • • •

Crime Prevention Division Patrol Division Records Division Detective Division Regular Full & Part Time Positions, Fiscal Years 2010 & 2011 (01/11) 2010

2011

2010-2011 Change

Full-Time Staff by Position Sworn Personnel Chief of Police Deputy Chief of Police Sergeant Police Officers/Detectives School Liaison Officer

1.00 1.00 5.00 25.00 1.00

1.00 1.00 5.00 25.00 1.00

0.00 0.00 0.00 0.00 0.00

Total Sworn Personnel

33.00

33.00

0.00

Non-Sworn Personnel Evidence Custodian Code Enforcement Officer Dispatchers Administrative Aide Clerks

1.00 1.00 5.00 1.00 3.00

1.00 1.00 5.00 1.00 3.00

0.00 0.00 0.00 0.00 0.00

Total Non-Sworn Personnel

11.00

11.00

0.00

Total Full-Time Staff

44.00

44.00

0.00

2.00 1.00 3.00

2.00 1.00 3.00

0.00 0.00 0.00

Part-Time Staff by Authorized Hours Police Officers Crossing Guards

1,750 2,080

1,750 2,080

0.00 0.00

Total Part-Time Staff by Hours

3,836

3,836

0.00

Part-Time Staff by Position Dispatcher Investigative Aide Total Part-Time Staff by Position

72

Police Department (Continued) The Police Department supervises the following: Crime Prevention Division The Crime Prevention Unit develops, implements, coordinates and evaluates crime prevention efforts. The Crime Prevention Unit handles several programs, such as Neighborhood Watch, Business Watch, Airport Watch, Crime Free MultiHousing and the Student Watch Program. The Crime Prevention Unit is the most proactive unit within the police department.

Patrol Division Uniform Patrol is the backbone of the Bensenville Police Department with all other division supporting the activities of patrol. Uniform Patrol Officers respond to calls for police services as well as taking initial criminal investigative reports.

Patrol Officers are the first to respond to all critical incidents and are responsible for the handling of the situation until assistance arrives. Quick response times to citizen requests are important to the Uniform Patrol Division.

Records Division The Records Division, a component of the Administrative Section of the Bensenville Police Department. The Records Division serves as a repository for criminal histories, correspondence, fingerprints, photographs, incident and accident reports, and all warrants generated by, or entrusted to, the Bensenville Police Department. The Records Division’s services include accident reports, offense records and fingerprinting.

Detective Division The Detective Division’s mission and primary responsibility is to thoroughly investigate felony and serious misdemeanor crimes occurring within Bensenville’s jurisdiction and to identify, arrest, and present offenders to the judicial system. Investigators work cooperatively with officers and investigators from other divisions, personnel from other city departments, other local, state and federal agencies and citizens to accomplish this mission.

FY2010 Accomplishments Safe and Beautiful Village • Opened the Elm Court Apartment Complex Police Neighborhood Resource Center (PNRC).

•

Became a member of the DuPage County Major Crash Task Force.

•

Hired a Civilian Evidence Custodian.

•

Greatly expanded the Neighborhood Watch Program from 42 to 230 members.

•

Implemented an Airport Watch Program that now has 56 members.

•

Implemented a Business Watch Program that now has 141 members.

73

Police Department (Continued) •

Expanded the Green Teen Zone.

•

Held first annual National Night Out.

•

Held first joint Police / Fire Citizen Academy.

•

Started Overweight Truck Permit Program.

•

Implemented internet crash report requests.

•

Met FEMA NIMS training compliance guidelines for all full-time police personnel.

•

Completed security assessment for Strategic National Stockpile.

•

Streamlined the administrative tow procedure.

•

Became a member of the Dupage Anti-Gang taskforce (ATAC).

•

Conducted multi-jurisdictional response to active shooter training.

Summary of Budgeted Expenditures Budgeted Expenditures Personnel Services Salaries & Other Wages Benefits Total Personnel Services Operating Expenditures Team Development Professional Services Contractual Services Commodities Other Expenses Programs Total Operating Expenditures Capital Interfund Charges Total Other Expenditures Total Expenditures

2009 Actual

FY 2010 Budget

FY2010 Actual

CY2010 Budget

$2,884,179 629,937 $3,514,116

$5,176,902 2,159,399 $7,336,301

$5,101,000 2,143,000 $7,244,000

$3,150,297 1,534,348 $4,684,645

$3,265,089 1,570,399 $4,835,488

$34,112 98,703 107,255 109,819 689 109,317 $459,895

$55,864 105,242 427,359 188,762 1,089 238,834 $1,017,150

$62,071 100,158 483,551 209,736 1,210 271,588 $1,128,314

$40,469 59,435 359,430 123,989 780 126,640 $710,743

$64,338 75,575 474,519 140,562 1,248 129,865 $886,107

$57,064 0 $57,064

$48,595 0 $48,595

$53,994 0 $53,994

$0 38,463 $38,463

$12,140 0 $12,140

$4,031,075

$8,402,046

$8,426,308

$5,433,851

$5,733,735

74

2011 Budget

Police Department (Continued) Major Budget Changes Salaries and Other Wages The $114,792 (3.6%) increase from the CY2010 budget is due to: • The increase in salaries is for regular salary increases negotiated with the various police department collective bargaining units.

Team Development The $23,869 (58.98%) increase from the CY2010 budget is due to: • 100% of the increase is due to increased training in the patrol division.

Training opportunities for patrol include PTI basic training, crash investigation, taser instruction, basic SWAT training and rifle training.

Professional Services The $16,140 (27.16%) increase from the CY2010 budget is due to: • The increase in this budget area is due to increased legal services for the Village’s adjudication processes. In 2011, the Village will have the following hearing types: tow hearings, C/P ticket hearings, redlight camera enforcement hearings and Village code violation hearings.

Contractual Services The $115,089 (32.02%) increase from the CY2010 budget is due to: • The increase in this budget area reflects a change in how the Village accounts for its redlight camera enforcement program. In the past the Village would only post the net revenue (ticket revenue minus service / maintenance fees) to a revenue account. In 2011 the Village is properly accounting for gross revenue and separately accounting for the expenditures in an expenditure account.

Commodities The $16,573 (13.37%) increase from the CY2010 budget is due to: • $7,000 is for uniforms and ballistic vests for potential new officers.

• $3,000 is for a SWAT team tactical vest and required equipment to have an officer assigned to the DuPage SWAT team.

• The remainder is for various miscellaneous type equipment purchases including training rifles, gun cases, cable locks, omega rails for rifle lighting accessories, rifle bags, flares, vehicle lock out kits, uniform accessories and rifle cleaning supplies.

Capital The $12,140 increase in capital expenditures budgeted are for: • Office furnishings including 2 tables and chairs for the report taking room.

• Monthly lease payments for 2 unmarked squad cars.

75

Police Department (Continued) Interfund Charges Last year there was a $38,463 inter-fund charge budgeted that is not budgeted in 2011. For 2011 inter-fund transfers / advances are no longer budgeted directly to specific departments rather they are shown as part of the fund as whole.

All other expenditure categories are consistent with last yearâ&#x20AC;&#x2122;s budget.

Overall The total budgeted expenditures are 5.52% higher than the CY2010 budget.

76

PUBLIC WORKS DEPARTMENT

Highlights & Initiatives •

FY 2011 Budget: $8,444,392 CY 2010 Budget: $ 8,291,596 FY 2009 Audited: $ 7,047,184

•

Provides for a Storm Sewer Maintenance Program to include scheduled flushing, checking for damage and clearing obstructions in order to alleviate backups that cause area flooding.

•

Provides for a Crack Sealing Program to prolong life of Village streets and delay need for more costly maintenance such as a grind and overlay: $40,000

•

Establishes a Street Light Replacement Program to expedite replacement of downed poles with the help of an outside contractor: $10,000

•

Establishes a Decorative Pole Refurbishment Program to address faded decorative poles: $25,000

•

Retro reflectivity Sign Upgrades to bring Village in compliance with IDOT regulations: $10,000

•

Reactivate Tree Trimming Program to provide for proactive maintenance of parkway trees: $65,000

•

Gazebo Repair: $12,000

•

FY 2011 Proposed Staffing Level: CY 2010 Staffing Level: May 1, 2009 staffing Level:

Percent Change: 1.8% Increase

28 Full-Time 26 Full-Time 26 Full-Time

77

2 Part-Time 3 Part-Time 3 Part-Time

14,485 Part-Time Hours 14,485 Part-Time Hours 17,605 Part-Time Hours

Public Works Department General Responsibilities: Public Works provides essential services to plan, design, construct, maintain, repair, manage and operate Bensenvilleâ&#x20AC;&#x2122;s buildings, facilities, public infrastructure, natural resources, and park and highway systems in a manner that provides the best value and highest quality service available to satisfy the needs of residents. The department works to provide efficient, effective, high quality, constantly improving services to residents through the coordinated resources and expertise of Public Works staff.

Regular Full & Part Time Positions, Fiscal Years 2010 & 2011 (01/11) 2010 Full-Time Staff by Position Director of Public Works Assistant to the Director Engineering/GIS Coordinator Secretary Account Clerk Utility Supervisor Public Works Supervisor Assistant PW Sup/Fleet Manager Forester/Property Maint Supervisor Mechanic Technician II - Utilities Technician I - Utilities Technician II - Streets & Forestry Technician I - Streets & Forestry Technician II - Building Technician I - Building

2011

2010-2011 Change

1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 6.00 1.00 7.00 2.00 1.00 1.00

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 6.00 3.00 7.00 1.00 1.00 1.00

0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 (1.00) 0.00 0.00 2.00 0.00 (1.00) 0.00 0.00

26.00

28.00

2.00

Part-Time Staff by Position Secretary Service Aide

1.00 2.00

0.00 2.00

(1.00) 0.00

Total Part-Time Staff by Position

3.00

2.00

(1.00)

1,000 8,480

1,000 8,480

0 0

5,000

5,000

0

14,480

14,480

0

Total Full-Time Staff by Position

Part-Time Staff by Authorized Hours Street Operations Forestry Water Distribution Total Part-Time Staff by Hours

78

The Public Works Department supervises the following: Administration This division has multiple functions which include but are not limited to overseeing day to day operations of the department, budgeting, execution of purchase orders, payroll and customer service.

Engineering This division works to oversee capital projects as well as improvements that are handled by the Public Works Department. In addition to this they review plans for Community Development, ensure compliance with storm water ordinances, maintain and store all Village maps, and inspect such things as drainage from private developments that are located within in the Village.

Project Bidding The Village of Bensenville utilizes contractors to perform large infrastructure improvements, routine maintenance programs, and specialty services. These services are secured through a formal bid process which is managed by the Public Works Department.

Building and Vehicle The Building and Vehicle Maintenance Division maintains and repairs all Village buildings. This includes such activities as electrical repair and installation, repairing damage caused by vandalism and repairs to rental/lease property. In addition they maintain and provide improvements to electrical systems, plumbing, HVAC, lighting, interior and exterior structural upkeep.

This division maintains and repairs all Village vehicles. This includes performing all necessary preventative maintenance as well as ensuring that vehicles are repaired when problems occur.

Streets This division is responsible for repair and minor reconstruction of all streets, sidewalks, alleys, curbs, city-owned parking lots and storm sewer structures within in the Village. In addition to this they install maintain and repair street lights as well as street sweeping in residential, commercial and industrial areas.

Traffic Control as well as Snow and Ice Control are two subdivisions contained within the Streets Department.

Traffic Control This subdivision maintains street signs, traffic signals and pavement markers throughout the Village as well as the removal of graffiti.

Snow & Ice Control Operations The Snow and Ice Control Operations is a subdivision of the Streets division and is responsible for providing a fast and effective response to winter weather. This is done through the removal of snow from Village roadways and selected sidewalks as well as salting operations in order to minimize icing. These efforts ensure safe travel throughout the Village. Ice Control Operations are performed either as a predecessor to a full snow plowing operation or as a stand-alone operation.

79

Public Works Department (Continued) Forestry This division is responsible for the care of all public grounds and trees. This includes tree planting, tree spraying, tree trimming, flower planting, brush removal, creek maintenance, vermin control, parkway restoration, and parking lot and public building grounds maintenance. In addition they erect and remove holiday decorations and are responsible for updating the community events sign.

Utilities This division handles various aspects of the potable water supplied to the Village.

Their responsibilities include hydrant repair and maintenance, meter installation, reading, testing, and repair, valve replacement and maintenance, also repair and maintenance of water mains.

Water Quality Report This water quality report is prepared to inform the consumer about the quality of the water and the services that the Bensenville Department of Public Works Utilities Division provides on a daily basis. This is a required report by the EPA and summarizes the quality of the water provided every calendar year. It includes information about where Village water comes from, what it contains and how it compares to the USEPA standards. The Public Works department prepares this annual report.

FY2010 Accomplishments Financially Sound Village Providing Quality Customer Oriented Service • Water service shut-offs were performed on a regular basis for nonpayment water customers.

•

Completed sale of surplus vehicles / equipment.

•

Replaced dump body on vehicle #703.

•

Trained United Water staff on old Vactor and Crane truck providing cost savings and efficiency by sharing equipment with wastewater contractor.

•

Updated customer service workflow information to improve internal and external communication.

Safe and Beautiful Village •

Completed a pavement maintenance program update providing an understanding of street conditions throughout the Village.

•

Performed thermal striping of roadways for safer driving conditions.

•

Completed Veteran’s Park detention project alleviating flooding at Church and Green intersection.

•

Completed paving of the Police Department parking lot.

80

Public Works Department (Continued) •

Completed pavement maintenance program update.

Enrich the Lives of Village Residents • Completed paving of Veteran’s Park parking lot.

• Completed water conservation study.

Summary of Budgeted Expenditures Budgeted Expenditures

2009 Actual

FY2010 Budget

FY2010 Actual

CY2010 Budget

2011 Budget

Personnel Services Salaries & Other Wages Benefits Total Personnel Services

$1,636,076 507,939 $2,144,015

$2,883,795 968,126 $3,851,921

$2,432,526 953,618 $3,386,144

$1,764,347 589,538 $2,353,885

$1,854,494 613,421 $2,467,915

Operating Expenditures Team Development Professional Services Contractual Services Commodities Other Expenses Programs Total Operating Expenditures

$46,608 124,976 4,333,884 354,436 0 43,265 $4,903,169

$69,700 372,100 8,005,587 693,453 0 96,880 $9,237,720

$43,988 317,909 7,030,363 445,653 0 52,029 $7,889,942

$41,050 315,100 4,997,071 495,490 0 72,000 $5,920,711

$28,011 256,400 5,030,441 519,050 41,075 81,500 $5,956,477

$0 0 $0

$81,750 0 $81,750

$60,574 0 $60,574

$17,000 0 $17,000

$20,000 0 $20,000

$7,047,184

$13,171,391

$11,336,660

$8,291,596

$8,444,392

Capital Interfund Charges Total Other Expenditures Total Expenditures

Major Budget Changes Salaries and Other Wages The $90,147 (5.11%) increase from the CY2010 budget is due to: • The increase in salaries is to account for the addition of one staff member and to account for regular salary increases negotiated with the Public Works collective bargaining unit.

Team Development The $13,039 (31.76%) decrease from the CY2010 budget is due to: • The budget for this are decreased as a result in a decrease in membership dues, training programs, and publications in the Utility Administration division of Public Works.

81

Public Works Department (Continued) Professional Services The $58,700 (18.63%) decrease from the CY2010 budget is due to: • $25,000 of the decrease is due to a water and sewer rate study that was budgeted in CY2010 and not budgeted in 2011.

• $10,000 of the decrease is for a pavement condition survey budgeted in CY2010 that is not budgeted in 2011.

• The remaining decrease is for a tree inventory that was budgeted in CY2010 that is not budgeted in 2011.

Other The $41,075 increase from the CY2010 budget is due to: • This increase is a result of permit fees for the Illinois Environmental Protection Agency (IEPA) NPDES permit that was budgeted elsewhere in CY2010. The NPDES stands for the National Pollutant Discharge Elimination System.

Programs The $9,500 (13.19%) increase from the CY2010 budget is due to: • This increase is due to increased disposal charges due to new IEPA requirements for testing of material before hauling.

All other expenditure categories are consistent with last year’s budget.

Overall The total budgeted expenditures are 1.8% higher than the CY2010 budget.

82

COMMUNITY & ECONOMIC DEVELOPMENT

Highlights & Initiatives

•

FY 2011 Budget: $ 996,307 CY 2010 Budget: $ 1,014,303 FY 2009 Audited: $ 1,620,273

•

Provides for reduction of 1.5 full-time equivalent positions (eliminates 3 part-time positions - Inspectional Services Secretary, Electrical Inspector & Plumbing Inspector).

•

Assume obligation for salary of Assistant to the Director position initially covered in part by the OMP.

•

Includes continued responsibility for coordinating FAA and RTA Grant Funded Studies.

•

Includes responsibility for coordinating Community Development Block Grant (CDBG) improvements and ongoing grant applications.

•

Eliminated outside Planning Services for Community Development Commission: $14,000 budget reduction.

•

Includes funding for continued economic retention and recruitment efforts.

•

Neighborhood Stabilization Program: proactive Foreclosure Program.

•

Reflects new contracts for plan review & inspections with pass through of costs to permitee: $20,000 savings.

•

Memberships in Illinois Development Council (IDC), Society of Industrial and Office Realtors (SIOR).

•

Includes replacement of one departmental vehicle (Capital Improvement Budget)

•

FY 2011 Proposed Staffing Level: CY 2010 Staffing Level: May 1, 2009 staffing Level:

Percent Change: 1.77% Decrease

10.5 Full-Time 10.5 Full-Time 14 Full-Time

83

0 Part-Time 3 Part-Time 3 Part-Time

Community & Economic Development Department

General Responsibilities: The Department reviews and monitors all site improvements and building construction activities in the Village and is responsible for issues related to planning, zoning, landscaping, signage, and design. It is a long-term goal of the Department to "maintain high standards for development/redevelopment" within the community.

Regular Full & Part Time Positions, Fiscal Years 2010 & 2011 (01/11) 2011

2010 Full-Time Staff by Position Director Assistant to the Director Office Support Bldg & Zoning Plan Reviewer Code Compliance Inspectors Code Compliance Plan Reviewer Marketing & ED Coordinator Community Liaison

2010-2011 Change

1.00 1.00 2.00 1.00 3.00 1.00 0.50 1.00

1.00 1.00 2.00 1.00 3.00 1.00 0.50 1.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

10.50

10.50

0.00

Part-Time Staff by Position Plumbing Inspector Electrical Inspector

1.00 1.00

0.00 0.00

(1.00) (1.00)

Office Support Total Part-Time Staff by Position

1.00 3.00

0.00 0.00

(1.00) (3.00)

Part-Time Staff by Authorized Hours Interns/Seasonal

0

0

0

Total Part-Time Staff by Hours

0

0

0

Total Full-Time Staff by Position

The Community and Economic Development Department supervises the following: Planning & Economic Development Planning and Economic Development reviews all development proposals and applications for compliance with zoning, subdivision, signage ordinances as well as, Village landscape, appearance and sound planning practices. The staff also provides recommendations to the Community Development Commission (CDC) and The Village President and Board of Trustees. The CDC is an appointed citizen review body that conducts Public Hearings on rezoning, conditional use permits, site plans, variances and other development requests.

84

Community and Economic Development (Continued) Permitting Permitting accepts all applications for building permits required to complete alterations, additions, and new building construction. Each residential, multiple family dwelling, commercial, and industrial project requires a permit. Each permit application is reviewed by the Village Plan Reviewer and checked for compliance with the Village’s building codes and zoning ordinances. Once a permit is approved, the construction can be completed and inspected by the Village.

Inspectional Services Inspectional Services provides inspectors to the public year round. A team of qualified inspectors perform inspections of commercial, industrial and multiple family residences to insure compliance with Village code.

Inspections provided: • Annual Fire and Life Safety Inspections • Annual Business License Inspections • Annual Liquor License Inspections • Real Estate Transfer Inspections • Rental Property Inspections • Property Maintenance Inspections FY2010 Accomplishments Financially Sound Village Providing Quality Customer Oriented Service • Reduced permit review time.

• Departmental staff completed required customer service training.

Safe and Beautiful Village • Adopted the ICC 2006 building code.

• Established a schedule for annual inspections.

• Re-establishment of the provisional business license process.

• Completed Request for Proposal (RFP) for building plan review and inspections.

• Established a tall grass and weeds enforcement protocol.

• Closed out Volk Brothers subdivision CDBG infrastructure grant.

• Re-established an overhead sewer program.

• Effectively monitored OMP demolition protocol resulting in no significant environmental issues.

• Started the “COVE” (Inspections / Corrections) meeting.

Become a Major Business and Corporate Center • Completed RFP for airport compatibility study.

Vibrant Major Corridors • Worked with the O’Hare Modernization Program (OMP) to landscape the York Road corridor.

85

Community and Economic Development (continued) Summary of Budgeted Expenditures

Budgeted Expenditures Personnel Services Salaries & Other Wages Benefits Total Personnel Services Operating Expenditures Team Development Professional Services Contractual Services Commodities Programs Total Operating Expenditures Other Expenditures Capital Total Other Expenditures Total Expenditures

2009 Actual

FY2010 Budget

FY2010 Projected

CY2010 Budget

2011 Budget

$760,601 270,808 $1,031,409

$1,068,048 358,991 $1,427,039

$1,060,000 355,000 $1,415,000

$582,797 207,246 $790,043

$582,242 198,015 $780,257

$8,401 0 23,981 45,878 509,705 $587,965

$16,995 14,400 186,729 37,933 465,142 $721,199

$18,883 16,000 207,477 27,703 516,825 $786,888

$12,660 14,400 169,200 18,000 10,000 $224,260

$12,550 0 175,700 17,800 10,000 $216,050

$899 $899

$0 $0

$0 $0

$0 $0

$0 $0

$1,620,273

$2,148,238

$2,201,888

$1,014,303

$996,307

Professional Services The $14,400 decrease from the CY2010 budget is due to: â&#x20AC;˘ $14,400 was budgeted in CY2010 for petition processing that was not budgeted in 2011.

Overall The total budgeted expenditures are 1.77% higher than the CY2010 budget.

86

DEPARTMENT OF RECREATION & COMMUNITY PROGRAMMING

Highlights & Initiatives •

FY 2011 Budget: $3,013,775 CY 2010 Budget: $ 2,888,894 FY 2009 Audited: $ 3,926,112

•

Business Plan for Skating Programs: Operational revenues exceed operational expenses (provides for the transfer of net revenues of $358,263 to the Debt Service Fund to cover a portion of the debt service costs related to the construction of Edge II)

•

Expenses exceed revenues in concession, aquatic and theatre operations alternatives to address situation to be identified in FY 2011

•

Provides for continuation of community events at the CY 2010 budget level and includes the continuation of the 2-day 4th of July/Liberty Feast

•

Provides for the rebuilding of 5 compressors needed to maintain the three sheets of ice

•

Profit and Loss statements for enterprise functions (Skating, Concessions, Aquatics and Theatre) attached

•

FY 2011 Proposed Staffing Level: CY 2010 Staffing Level: May 1, 2009 staffing Level:

Percent Change: 4.32% Increase

11 Full-Time 11 Full-Time 15 Full-Time

87

1 Part-Time 1 Part-Time 1 Part-Time

77,755 Part-Time Hours 77,755 Part-Time Hours 77,755 Part-Time Hours

Recreation & Community Programming General Responsibilities: The Department of Recreation and Community Programming is responsible for all aspects of Bensenville recreational facilities and activities including managing the Redmond Recreational Complex. In addition, this department is also responsible for planning and holding many special events throughout the year including Music in the Park, Fourth of July and Holiday Magic.

Regular Full & Part Time Positions, Fiscal Years 2010 & 2011 (01/11)

2010 Full-Time Staff by Position Director Office Manager Administrative Assistant Front Desk Manager Redmond Facilities Manager Facilities Operation Manager Figure Skating Director

2011

2010-2011 Change

1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00

1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Total Full-Time Staff by Position

11.00

11.00

0.00

Part-Time Staff by Position Cleaning - Village Hall Total Part-Time Staff by Position

1.00 1.00

1.00 1.00

0.00 0.00

14,000 1,040 11,150 7,280 10,000 5,500 8,485 7,800 3,250 9,250 77,755

14,000 1,040 11,150 7,280 10,000 5,500 8,485 7,800 3,250 9,250 77,755

0 0 0 0 0 0 0 0 0 0 0

Programming Manager/Hockey Director

Hockey Director Aquatic Manager Concessions Manager Janitorial Services Manager

Part-Time Staff by Authorized Hours Redmond Cleaning- Admin Skating - Cleaning Skating - Front Desk Skating - Zamboni Skating - Instructors Aquatic Concessions Pro Shop Theater Total Part-Time Staff by Hours

88

0.00 (1.00) 1.00 0.00 0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00

The Department of Recreation and Community Programming supervises the following: Recreation Administration Recreation Administration provides overall support and direction to programming and services. Provides leadership for the development and maintenance of Recreation staff, partnerships and volunteers and oversees the promotion and distribution of information regarding the Village’s programs, services and recreational opportunities.

Redmond Recreational Complex The 88 acre Redmond Recreational Complex houses diverse activities that are continuously upgraded and improved to meet the changing recreational needs of the community.

Skating The skating division is responsible for all operations of the Edge Ice Arena. The Edge Ice Arena is a state-of-the-art facility, featuring two regulation-sized sheets of ice. The facility provides combined training facilities with extensive skate usages and programming. Programs are available for hockey players, figure skaters and recreational skaters of all ages.

Aquatics The Aquatics Division is responsible for all operations of the Water’s Edge Aquatic Center including swim lessons, open swim, aqua aerobics and maintenance of the facility.

Concessions / Pro-Shop This area is responsible for the management of the concessions and pro-shop at the Edge Ice Arena.

Bensenville Theatre This operations of the Bensenville Theatre fall under the Department of Recreation and Community Programming. The Bensenville Theatre is a Village owned movie theatre / ice cream shop located in downtown Bensenville.

FY2010 Accomplishments Financially Sound Village Providing Quality Customer Oriented Service • Replaced light fixtures on all three ice rinks reducing annual energy costs by approximately $40,000.

• Negotiated contract with electricity provider until 2013 locking in future electric rates.

• Reorganized and consolidated staff.

• Implemented first ever business plan for the Edge Ice Arena operations.

• Realignment of the Chicago Steel hockey organization staff and expense.

• Elimination of Village bike race saving $35,000 annually.

• Maximized usage of locker rooms.

89

Department of Recreation and Community Programming (Continued) •

Installed timers on the ice compressors and motion sensors on locker room lights reducing kilowatt usage of electricity.

Summary of Budgeted Expenditures Budgeted Expenditures

F2009 Actual

FY2010 Budget

FY2010 Projected

CY2010 Budget

Personnel Services Salaries & Other Wages Benefits Total Personnel Services

$1,408,807 335,420 $1,744,227

$2,251,884 464,161 $2,716,045

$2,269,573 504,733 $2,774,306

$1,313,599 267,845 $1,581,444

$1,351,356 278,978 $1,630,334

Operating Expenditures Team Development Professional Services Contractual Services Commodities Other Expenses Programs Total Operating Expenditures

$10,262 0 1,114,445 134,796 141,594 700,395 $2,101,492

$23,471 1,336 1,314,266 222,847 250,845 615,593 $2,428,358

$26,078 1,484 1,281,460 357,140 151,492 513,760 $2,331,414

$15,200 800 747,700 97,900 136,200 260,150 $1,257,950

$14,150 800 833,100 241,500 3,100 238,991 $1,331,641

$80,393 0 $80,393

$83,325 0 $83,325

$92,583 0 $92,583

$49,500 0 $49,500

$51,800 0 $51,800

$3,926,112

$5,227,728

$5,198,303

$2,888,894

$3,013,775

Capital Interfund Charges Total Other Expenditures Total Expenditures

2011 Budget

Major Budget Changes

Contractual Services The $85,400 (11.42%) increase is related to expenditures in the Redmond Recreational Complex area and is due to: • $19,000 is budgeted for advertising that was budgeted elsewhere last year.

• $30,000 was budgeted for electricity that was budgeted elsewhere last year.

• $36,000 was budgeted for repairs and maintenance of equipment that was budgeted elsewhere last year.

90

Department of Recreation and Community Programming (Continued) Commodities The $143,600 (146.68%) increase from the CY2010 budget is due to: • The increase in this account is mainly due to more accurately categorizing expenditures that used to be classified as other as commodities. A corresponding decrease is seen in the Other category.

Other The $133,100 (97.72%) decrease from the CY2010 budget is due to: • The decrease in this account is mainly due to more accurately categorizing expenditures that used to be classified as other as commodities. A corresponding increase is seen in the Commodities.

Programs The $21,159 (8.13%) decrease from the CY2010 budget is due to: • $10,000 reduction in senior citizen programming.

• $3,000 for elimination of a Father’s Day program.

• $5,000 reduction in the Halloween / Oktoberfest special event.

• $2,500 reduction in the budget for Libertyfest.

All other expenditure categories are consistent with last year’s budget.

Overall The total budgeted expenditures are 4.32% higher than the CY2010 budget.

91

Village of Bensenville 2011 Capital Projects DEVON AV

AV

North Industrial TIF District

O

SSA#4 Supreme Dr. Roadway Reconstruction Storm Sewer/Streambank Improvement

EW

EASTERN AV

ELLIS ST

ED G

A

SH

AV

OD

IROQUOIS LN

INDIAN HILL D R

Village Limits

MARK ST

TOWER L N

SSA#5 Supreme Dr. Streambank Improvement

SSA#3 Tower/Mark Roadway Reconstruction

SSA#6 Birginal/Bryn Mawr/ Industrial/Fairway Streambank Improvement

YORK RD

THOMAS DR

SSA#7 Thomas Drive Roadway Reconstruction Streambank Improvement

BIRGINAL DR

BRYN MAWR AV

THOMAS DR

V

LARSEN LN (PRVT)

DALE A

SUPREME DR

THOR N

IL RT 83

SUPREME DR

SSA#8 Sivert Ct/Thorndale Dr Streambank Improvement

INDUSTRIAL DR

SIVERT CT

Foster Avenue LAPP Repaving (2012 or 2013) SPRUCE AV

COUNTRY CLUB DR

FAIRWAY DR

SSA #9 Country Club/Eagle/ Maple/Golf/Thomas/Beeline/Meyer Roadway Reconstruction

FOSTER AV

ITASCA ST ITASCA ST

NORDIC ST NORDIC ST COUNTRY CLUB DR

STONEHAM ST

MEYER RD

BEELINE DR

MAPLE LN

North Industrial SSA Water Main

LELAND CT

GREEN VALLEY ST

EAGLE DR

TWIN OAKS ST TWIN OAKS ST Police Department Fire/Security System HILLSIDE DR ADA Ramp Firing Range GLENDALE ST ST GLENDALE Building Repair/Paint D ST

WILSON CT

PLEASANT ST

CENTER ST

RAILR OAD

EVERGREEN AV

PARK AV

CENTER ST

ADDISON RD

REDMOND CT

DANIEL DR

CENTER ST

ADDISON RD

ENTRY DR

BOBBY LN (PVT)

JUDSON ST

DR

CHURCH RD

BRENTWO O D

Church Road JAMES ST LAPP Repaving BERNICE DR (design eng.)

GRAND AV

92

Redmond Park Bike Path Repaving

LEGENDS LN BELMONT AV

DAVID DR

FERRARI DR (PVT)

ARTHUR CT

WILLIAM ST

BELMONT AV

DIANA CT

SESAME ST

DELORES DR

BELMONT AV

PODLIN DR

JOHN ST

PARK ST

Jefferson Street New Sidewalks

GEORGE ST

MASSEL CT

Public Works Salt Dome

JEFFERSON ST

CREST AV

D ENNIS DR DR N Y EL U CQ JA DR A L ME A P

DOMINEC CT

EVERGREEN ST

ROXANN AV

PARK ST

MARION ST

GRACE ST

ROSE ST ROSE ST

GRE Wastewater Treatment EN ST SCADA System P IN Aeration Tanks EA V United Water Facilities

VIRGINIA ST

Addison Street Water Main RED OAK ST

Jefferson Street LAPP Repaving/Water Main

MARION CT

MARION ST

GRACE ST

Center Street Water Main

W ASHINGTON ST MAY ST

WASHINGTON AV

YORK RD

WALNUT ST

Washington Street New Sidewalks CENTER ST

2ND CT

BARRON ST

JUDSON ST

MINER ST

Barron Street Water Main

MEMORIAL RD

ADDISON ST

BRIAR LN

2ND AV

B REITE R CT

PINE AV

ELLIS ST

DONNA LN

ROSE ST

CH URC HR

D

WOOD AV

TIMBER LN

ST

MAY ST

MASON ST

WALNUT ST

CENTER ST

GA Y

FOLEY ST ELL IS S T

HENDERSON ST

FRANZEN ST

RIDGEWOOD AV

MARTHA ST

GROVE AV

MC LEAN AV

Village Hall Finance/CED Improvements

ADDISON ST

CT LIN

LN

Quiet Zone Railway Study

MASON ST

MAIN ST

Volk Bros. Subdivision Street Reconstruction

WOOD AV

ADDISON ST

MASON ST

CHURCH RD

ROOSEVELT AV

GRE EN S T PLENTYWOOD

System-Wide control hardware located at all of the Water Facilities, Wastewater Treatment Plant, Sanitary Pump Stations, and Storm Water Pump Stations.

System will maximize efficiencies by controlling and monitoring pump flow from remote control areas.

Provides real-time information along with historical data needed for annual reporting.

York Road Water Main

ID EL PARK S

MAIN ST

SCADA (Supervisory Control and Data Acquisition)

BROOKWOOD ST

COUNTY LINE RD

M O

IRVING PARK BLVD

WALNUT ST

AV

POPPY LN

EASTVIEW AV

A

HA W K V DR A ALGONQU I N

MEDINAH ST

MEDINAH ST

G

BROOKWOO

Irving Park Road IDOT Grade Separation

GATEWAY RD

N

GREEN VALLEY ST

TI O

PINE LN

POPLAR AV

STONEHAM ST

MARSHALL RD

ELMHURST ST

GOLF LN

Waveland Avenue Water Main (design eng.)

2011 Capital Improvement Plan Item

Description

Cost

Capital Fund

Storm Water

Streets Volk Brothers CDBG Project Grade Separation (York & Irving) Village Street Program Quiet Zone SSA #3 SSA #4 SSA #5 SSA #6 SSA #7 SSA #8 SSA #9

Additional Streets within Volk Bros.

Street Lights, Signals, Etc. Village Streets/Local Share of LAPP Railway Study Roadway Reconstruction Roadway Reconstruction No Road Work No Road Work Roadway Reconstruction No Road Work Roadway Reconstruction

$1,500,000 $300,000 $527,500 $25,000 $1,242,600 $2,330,000

$1,500,000 $300,000 $527,500 $25,000

$1,167,000 $7,076,000

Sidewalks Washington Street Jefferson Street Redmond Park Residential

ITEP Grant Local Share CMAQ Sidewalk Local Share Bikepath Design/Study 50/50 Program

$50,000 $65,000 $100,000 $50,000

$50,000 $65,000 $100,000 $50,000

Equipment/Vehicles 2011 Prinoth SW4s 2011 Case 721E 2011 International 2011 Ford F-150 4x4 2011 Ford F-450 Quad Cab Dump 2011 61" Deck Mower 2011 Ford Explorer Enclosed Trailer 2011 Ford Taurus Squad 2011 Ford Taurus Squad 2011 Ford Fusion or Focus Generator Unit R900 GPRS Gateway System Bobcat Excavator Public Works Vehicles Loans Squad Car Loans

Sidewalk Snow Plowing Vehicle Front End Loader 6 Wheeler Dump Truck Pickup Truck 1 Ton Dump Truck Mower for Village Property Maintenance Supervisor Vehicle For Landscape Maintenance Equipment Police Squad Car Police Squad Car Code Enforcement Vehicle ESDA - Generator for PD Building Meter Reading System Mini Excavator 7 Current Loans 7 Current Loans

$70,000 $70,000 $200,000 $100,000 Removed ($137,000) Removed ($27,400) Removed ($27,400) $25,000 $55,000 $55,000 $7,600 $7,600 $27,000 $27,000 $6,500 $6,500 $30,000 $30,000 $30,000 $30,000 $17,000 $17,000 $25,000 $25,000 $72,500 Removed ($28,000) Removed ($14,000) $94,900 $50,560 $34,400 $34,400

Replace Existing Public Works Salt Bins Police Department Building Police Department Building Police Department Building Police Department Building Village Hall Village Buildings Village Hall Interior Rebuild Village Fleet Vehicle Fueling

$300,000 $300,000 $20,000 $20,000 $60,000 $60,000 $27,000 $27,000 Moved to Op. ($30,000) Moved to Op. ($30,000) $20,500 $20,500 $50,000 $50,000 $25,000 $25,000 Removed ($150,000) Removed ($75,000)

Municipal Facilities Salt Dome Fire/Security System Ramp for Disabled Persons Firing Range Equipment Paint PD Building Interior Power Assists for Entry Doors HVAC Capital Replacement Finance and CED Improvements Fueling Station

Wastewater Treatment SCADA Aeration Tanks Sanitary Sewer Lining/INI Study Overhead Sewer Program United Water Facilities

Automated Controls/Security Energy Reduction Project For Locations throughout Village 50/50 up to $5000 Program UW Capital Recommendation

$360,000 $350,000 $250,000 $60,000 $500,000

Water Jefferson Street York Rd Barron St Waveland Ave (Design Eng. only) Center St Addison St Green St Industrial (SSA area) SCADA

Watermain Replacement Watermain Replacement Watermain Replacement Watermain Replacement Watermain Replacement Watermain Replacement Watermain Replacement Watermain Replacement Automated Controls/Security

$905,600 $890,400 $328,600 $30,000 $330,720 $330,720 $354,040 $2,000,000 $180,000

Stormwater Stormwater Mgmt. Initiatives OMP Stormwater Detention Stormwater Study David Drive Drainage Residential Drainage Program Streambank Stabilization SCADA SSA #3 SSA #4 SSA #5 SSA #6 SSA #7 SSA #8 SSA #9

Residential Flood Control Initatives Annual Payment (1 of 3) Identify Areas of Greatest Concern David Drive 50/50 Program for Projects York & Forestview Automated Controls/Security No Stormwater Work 84" Culvert/Streambank/Storm Sewer Streambank Improvements Streambank Improvements Streambank Improvements Streambank Improvements No Stormwater Work

93

$450,000 $150,000 $50,000 Removed ($165,600) $50,000 Removed ($205,500) $60,000

$450,000 $150,000 $50,000 Removed ($165,600) $50,000 Removed ($205,500) $60,000

$3,029,000 $375,000 $3,638,000 $705,000 $977,000

$31,984,580

$3,573,060

$760,000

2011 Capital Improvement Plan Utility Fund

North Industrial TIF

North Industrial SSAs

$621,300 $1,165,000

$621,300 $1,165,000

$583,500

$583,500

$3,538,000

$3,538,000

Category Totals:

$14,168,100

$265,000

$100,000 Removed ($82,200) $25,000

$72,500 Removed ($14,000) $44,340 $694,900

Removed ($75,000) $502,500 $360,000 $350,000 $250,000 $60,000 $500,000 $1,520,000 $905,600 $890,400 $328,600 $30,000 $330,720 $330,720 $354,040 $1,200,000 $180,000

$800,000 $5,350,080

$1,514,500 $187,500 $1,819,000 $352,500 $488,500

$1,514,500 $187,500 $1,819,000 $352,500 $488,500 $9,484,000

$6,311,920

$11,069,800

$10,269,800 94

2011 Capital Budget Project Type

Cost

Streets

14,168,100

Sidewalks

265,000

Equipment/Vehicles

694,900

Municipal Facilities

502,500

Wastewater Treatment

1,520,000

Water

5,350,080

Stormwater

9,484,000 31,984,580

Sub-Total Expenditures

Revenue Source General CIP

3,573,060

Water & Sewer Fund

6,311,920

Stormwater Fund

760,000

TIF (North Industrial)

11,069,800

SSAs (North Industrial)

10,269,800

Sub-Total Funding Source

31,984,580

95

2011 Capital Improvement Plan

Overview This section is a summary of the Village of Bensenville’s Capital Improvement Plan for 2011. During the 2011 budget process the Village identified its capital needs for the next five years and is in the process of officially formulating its 5 year Community Investment Plan.

The total Capital Improvement Plan for 2011 is $31,974,580. A detailed list is on pages A-2 to A-3.

Major Initiatives North Industrial Park ($22,539,600) Road, sanitary and storm sewer improvements to the designated special service areas in a new TIF district in the North Industrial Park.

• Roadway Reconstruction - $11,815,600 • Watermain Replacement - $2,000,000 • Streambank / Storm Sewer Improvements - $8,724,000 Funding Source: General Obligation Bonds that will be paid by SSA tax levy and incremental tax revenue from increased equalized assessed value as a result of improvements.

Volk Brothers CDBG Project ($1,500,000) Street reconstruction which includes the addition of sidewalk, curb and gutter, storm sewer and relocation of sanitary sewer.

Funding Source: 50% CDBG grant, 50% Capital Improvement Fund Grade Separation Enhancements York & Irving ($300,000) The grade separation will require modification of the existing intersection, this includes items as ornamental street lighting and decorative treatment to the overpass wing walls. Underground utilities will also be impacted by this separation and while these costs are expected to be borne by IDOT, they have been included into the water main portion of the capital plan as a contingency.

Funding Source: Capital Improvement Fund Village Street Program ($527,500) LAPP Grant Projects include design engineering (Church Rd.), design and construction (Jefferson Street) Funding Source: This is for the Village’s 50% portion which is from the Capital Improvement Fund.

Quiet Zone Railway Study ($25,000) It is estimated that 90% of train noise comes from blowing the horns, so quiet zones can make a significant difference in the quality of life close to railroad crossings.

96

Funding Source: Capital Improvement Fund.

Sidewalks ($265,000) To add additional sidewalks at Washington Street, Jefferson Street (Evergreen to York), and reconstruct the walking path at Redmond Park as well as to fund a 50/50 neighborhood sidewalk improvement plan.

Funding Source: Capital Improvement Fund with up to $115,000 from grant receipts.

Vehicles ($583,300) • 2011 Prinoth SW4s sidewalk snow plow ($70,000) • 2011 Case 721E Front End Loader ($200,000) • 2011 Ford F150 4x4 ($25,000) • 2011 Ford F450 Quad Cab Dump Truck ($55,000) • 2011 Ford Explorer ($27,000) • 2011 Ford Taurus Squad ($30,000) • 2011 Ford Taurus Squad ($30,000) • 2011 Ford Fusion Code Car ($17,000) • PW Vehicle Loan Payment – 7 vehicles ($94,900) • Squad Car Loan Payment – 7 vehicles ($34,400) Funding Source: Capital Improvement Fund / Utility Fund.

Equipment ($39,100) • 2011 61” Deck Mower ($7,600) • Enclosed Trailer for Landscape Equipment ($6,500) • Generator Unit ESDA ($25,000) • R900 GPRS Gateway Meter Reading System ($72,500) Funding Source: Capital Improvement Fund / Utility Fund.

Watersystem Improvements ($3,170,080) • Jefferson Street – Watermain Replacement ($905,600) • York Road – Watermain Replacement ($890,400) • Barron Street – Watermain Replacement ($328,600) • Waveland -Design Engineering only ($30,000) • Center Street – Watermain Replacement ($330,720) • Addison Street – Watermain Replacement ($330,720) • Green Street – Watermain Replacement ($354,040) Funding Source: Utility Fund Wastewater Treatment ($1,150,000) • Aeration Tanks – Energy Reduction Project ($350,000) • Sanitary Sewer INI Study ($250,000) • 50 / 50 Overhead Sewer Program ($50,000) • United Water - Wastewater Treatment Plant Improvements ($500,000) Funding Source: Utility Fund

97

SCADA System ($600,000) The SCADA (Supervisory Control and Data Acquisition) is a system-wide control hardware located at all of the water facilities, wastewater treatment plant, wastewater pump stations and stormwater pump stations. The system will provide real time system access and trending; reduce overtime; provide precise and flexible alarming; allow remote access; improve auditing; provide security; data collection and automated reporting.

Funding Source: Utility Fund Stormwater Initiatives ($700,000) • Residential Flood Control Initiatives ($450,000) • OMP Stormwater Detention Annual Payment 1/3 ($150,000) • Stormwater Study to Identify Needs ($50,000) • 50 / 50 Residential Drainage Program ($50,000) Funding Source: Stormwater Fund Public Works Salt Dome ($300,000) 42 foot salt dome with 10 foot high walls and a storage capacity of 806 tons. The Village currently in concrete bins. These bins do not have adequate capacity as such the Village also stores salt offsite at another municipality.

Funding Source: Capital Improvement Fund Village Hall Improvements ($45,500) • ADA Compliant Power Assist Doors ($20,500) • Finance and CED Interior Workspace Rebuild ($25,000) Funding Source: Capital Improvement Fund Police Department Building ($107,000) • Upgrade Fire / Security System ($20,000) • ADA Compliant Ramp for Disabled Persons ($60,000) • Firing Range Equipment ($27,000) Funding Source: Capital Improvement Fund

HVAC Capital Replacement ($50,000) Replacement and rebuilding of HVAC at various Village facilities.

Funding Source: Capital Improvement Fund NOTE: Not every capital item that is budgeted for is listed on the Capital Improvement Plan. The Village’s total budget for capital expenditures for 2011 is $36,845,217 with the difference of $4,870,637 outlined below: North Industrial Park ($4,647,037) – There is $4,647,037 more budgeted for the North Industrial Park TIF / SSA 3-9 than identified in the Capital Improvement Plan.

98

•

• •

$2,500,000 is budgeted for potential capital infrastructure requirements to facilitate redevelopment that is not specifically identified. This gives the Village flexibility to act on potential “game changing” developments during the year. $1,516,837 is budgeted for potential additional water main repair that is not specifically identified in the Capital Improvement Plan. $630,200 is budgeted over the amounts identified in the Capital Improvement Plan as a contingency.

Miscellaneous Capital Items ($223,600) Miscellaneous capital items are those item that are capital in nature but are not large enough to be included in the Capital Improvement Plan. Miscellaneous items are approved as part of the regular budget process.

Funding for the Capital Improvement Plan comes from annual dedicated funding sources including vehicle licenses, a portion of the Village’s sales tax, grants, a utility capital charge, and transfers from other funds. Additionally, the Village is issuing bonds for the development of the North Industrial Park TIF district and Special Service Areas 3 – 9.

Impact on Operating Budget The Corporate Fund includes the revenues and expenditures that drive the daily services provided by the Village. In addition to these daily services, the Village Board has set forth a policy to utilize Corporate Funds to accomplish their goal of improving overall Village infrastructure. As such the Village has budgeted transfers to the Capital Improvement Fund as well as the Debt Service Fund (to pay the debt service on prior capital expenditures). These transfers have a direct impact on the Village’s operating budget.

The CIP can have two direct impacts on the Corporate Fund operating budgets.

The first impact is the transferring of funds from the Corporate Fund to pay for certain projects; this reduces the available funds for operations. These projects generally include design projects and resurfacing and reconstruction projects.

The second impact is the ongoing costs borne by the Corporate Fund related to improvements made on capital assets.

When funding for capital projects comes from the corporate and special revenue funds, operating budget development must have a clear connection to the CIP process. When the village decides to use Corporate Funds to pay for capital improvements, the Village must determine the priority of projects and if revenues are sufficient to maintain normal day-to-day operations of the Village within the Village’s fund balance policy. The Village also must consider the creation and/or expansion of current Village infrastructure and the ongoing costs of maintenance. For example, if a new roadway is built the Public Works Department must include supplemental information in its budget to maintain the new roadways. This would include not only employees or contractors to maintain the roadway, but equipment and supplies for the roadway maintenance.

99

For 2011, the budgeted transfer from the Corporate Fund to the Capital Improvement Fund is $144,025. In addition, the budgeted transfer amount from the Corporate Fund to the Debt Service Fund is $2,505,438.

There is also a minimal impact on the 2010 operating budget associated with the increase in ongoing costs. The budgeted capital items are modifications or improvements to existing capital items and not creations or expansions of capital.

Therefore, there is a minimal increase in annual operating costs, such as personnel, supplies, or equipment. In most cases operating costs are projected to remain constant offsetting the impact of inflation.

100

BUDGET AND FINANCIAL POLICIES The Village of Bensenville’s budget and financial policies are the basic guidelines for the management of the Village’s fiscal operations. The policies were developed within the parameters of and comply with Illinois State Statutes and the Village of Bensenville Municipal Code. The policies assist the Village Board and Village Staff in preparing the budget and managing the Village’s fiscal affairs throughout the budget period. The policies will be reviewed during the preparation of the annual budget for upcoming Fiscal Year and modified as appropriate to accommodate changing fiscal conditions, environmental challenges, and Village Board policy initiatives.

Budget Policies 1.

Following the completion of the 2010 transitional year, the fiscal year of the Village of Bensenville will begin on January 1 of each calendar year and end on December 31 of the same calendar year. All accounting and budgeting functions of the Village will occur in conjunction with this fiscal time period.

2.

The Budget will be prepared on a basis consistent with Generally Accepted Accounting Principals (GAAP). Any exceptions to preparing the budget on a basis consistent with GAAP will be disclosed in the Basis of Budgeting Section of the document supporting the 2011 Budget.

3.

The Budget Officer of the Village, prior to October 1 of the year preceding the budget period, will submit to the Village Board a budget document that includes the Legal Budget request for the upcoming fiscal year. The budget document will include the following information: a. A transmittal letter that describes organizational goals, analyzes service and program impacts of the proposed budget, and highlights the major initiatives included in the proposed budget and their impact on the Village’s financial condition. b. An estimate of all revenues for each Fund, prepared on a realistic basis at the account level and taking into account all available information. The Village will strive to maintain a reasonable and balanced estimate of revenues to avoid under or overestimation, both of which are equally undesirable (Underestimation may lead to an unnecessary reduction in programs and services and overestimation may lead to an expansion of services and programs that cannot be supported with available resources). c. A section that describes major revenue sources, illustrates historical trends, and establishes projections that form the basis for the revenue estimate. This section will also include an analysis of the assumptions underlying each projection. d. An accounting of expenditures/expenses in each Fund by Department and Division according to sub-class categories established for operating expenditures.

The Legal Budget will include the actual expenditures for the previous year, the budgeted and projected actual expenditures/expenses for the preceding year, and budgeted expenditures/expenses for the upcoming budget period.

101

e. Specific objectives for every operating Department. These objectives will be consistent with strategic organizational goals as described in the transmittal letter and will be explicitly linked to these goals in an explanatory paragraph. f.

A Capital Improvements section that describes each major category of projects, analyzes the work to be performed in the budget period, illustrates the expenditure budget for the budget period, and forecasts, for a minimum of a five (5) year period future capital project funding needs. The Capital Improvements section will also identify on-going costs related to the proposed improvements.

4.

The Budget submitted to the Village Board will include a balanced budget, as defined herein for each Accounting Fund. The transmittal letter will highlight and explain any circumstances in which a budget in any Fund is not balanced.

5.

A public hearing on the proposed Budget will be held before the Village Board. The public hearing format will provide Village residents with the opportunity to express their opinions regarding estimated revenues, proposed fee or tax increases, and proposed expenditures/expenses. Residents will have the opportunity to express their reasons for wishing to increase or decrease any expenditures/expenses. The notice of public hearing will be published in newspapers circulating in the community not less than seven days in advance of the date of the public hearing (ILCS 5/8-2-9.9)

6.

The Budget Document will be developed with the objective of achieving the â&#x20AC;&#x153;best practicesâ&#x20AC;? criteria identified in the Government Finance Officers Association Distinguished Budget Program. The final budget document will be published no later than 90 days following its adoption by the Village Board and will be made available to the public on the Villageâ&#x20AC;&#x2122;s web site.

7.

The Budget Officer of the Village may approve the transfer of money between accounts within an Accounting Fund at his/her discretion as long as these transfers do not result in a change to the total expenditure amounts included in the approved budget for the respective Accounting Fund. If it becomes necessary to effectuate a change that impacts total expenditure dollars budgeted in a particular Accounting Fund, such change can only be made following the approval, by a two-thirds vote of the members of the Corporate Authorities then holding office (65 ILCS 5/8-2-9.6), of an ordinance amending the budget for the respective Accounting Fund. Regular reporting that includes information on major transfers between categories of expenditures will be provided to the Village Board.

Minimum Fund and Cash Balances and Balanced Budget Determinations 1.

The Village will avoid the appropriation of fund balance for recurring operating expenditures. If at any time the utilization of a fund balance to pay for operating expenditures is necessary to maintain the quality or level of current services, an explanation of the circumstances of the utilization of fund balance and the strategy to arrest the future use of fund balance will be included in the Transmittal Letter.

2.

The Village will maintain a minimum Undesignated/Unreserved General Fund Balance that is sufficient to provide financial resources for the Village in the event of an emergency or the loss of a major revenue source. Therefore, the Village has set

102

the minimum Undesignated/Unreserved Balance for the General Fund at an amount equal to three months of General Fund operating expenditures.

3.

The minimum Fund Balance for the Unreserved – Undesignated Fund Balance in the Capital Improvement Fund has been established at one half (50%) of the operating revenues allocated to this fund (this does not include capital grants or other one time revenue sources). This is necessary to ensure sufficient resources are available in the Fund so that work can begin by early spring of the new fiscal year which means that a majority of the work may be completed prior to the recent of all revenues for the fiscal period in question. As such a reserve to address this potential cash flow situation needs to be established. The maximum Fund Balance allowable in the Capital Improvement Fund is equal to 3% of the equalized assessed value of the taxable real property located in the corporate boundaries of the Village (ILCS 5/8-29.5). Based on the 2009 equalized assessed value of the Village, this limit was just over $22.4M.

4.

No minimum Fund Balance has been established for the TIF Funds. These Funds was established to account for the resources associated with capital infrastructure construction and maintenance within the respective TIF District. Throughout the majority of its existence, it is very possible that these TIF Funds will have negative Unreserved – Undesignated Fund Balances because capital projects proposed within the respective District will require more resources in the beginning than have been accumulated. A TIF Fund, in order to pay for these capital projects, may receive loans from other accounting funds of the Village and these loans will lead to a negative Fund Balance until they are repaid by the TIF Fund. Longer term and more significant loans will be reviewed with and approved by the Village Board and will include a plan as to how these loans will be managed and potential risks and benefits associated with the respective interfund loan.

5.

The minimum Fund Balance for the Debt Service Fund has been established at the amount necessary to meet all payment obligations by their respective due date.

6.

The minimum Unrestricted Net Assets for the Enterprise Funds is established at three months of operating expenditures plus one quarter (25%) of the accumulated depreciation of the Capital Assets of the Fund. Enterprise fund revenues are traditionally stable and predictable; establishing a minimum fund balance of three months operating expenditures should provide sufficient security for operating activities in these Funds. The addition of one quarter (25%) of accumulated depreciation of the Capital Assets of the enterprise funds is necessary to ensure adequate resources are available to reconstruct or rehabilitate capital assets as they reach the end of their useful lives. The expense of reconstructing or rehabilitating capital assets in enterprise funds can be prohibitive unless an adequate reserve has been accumulated in the fund for the purpose of reconstruction or rehabilitation.

7.

The Pension Trust Funds minimum fund balances are established by actuarial projections. The Village will strive to provide enough resources to fully fund current estimates of future pension liabilities.

8.

An assessment of the minimum Unrestricted Net Assets for the enterprise fund will be conducted once the Village’s Comprehensive Annual Financial Report (CAFR) becomes available for each Fiscal Year. The Minimum Unrestricted Net Assets is not

103

predictable and therefore a balanced budget in the enterprise and internal service funds (as defined below) may not necessarily indicate that minimum Unrestricted Net Assets are equal to an amount set by policy (please see the Village’s most recent CAFR to assess whether the Village has been able to comply this policy).

9.

The minimum unrestricted cash and investment balance for the General Fund is established at an amount sufficient to cover the two months of the fiscal year with the highest cash disbursements.

10. The definition of a balanced budget for each accounting fund for which budget appropriations occur shall be: a.

General Fund – A General Fund balanced budget is determined by the positive or negative results of the Unreserved – Undesignated Fund Balance. The expenditures associated with General Fund operating activities are supported by the revenues and accumulated resources of this category of Fund Balance.

Increases or decreases in this Fund Balance category are indicative of the General Fund’s ability to support continuing operations.

b.

Capital Improvement Fund – A balanced budget in the Capital Improvement Fund is determined by whether the Unreserved – Undesignated Fund Balance is greater than the minimum Fund Balance required by Village Policy.

c.

Tax Increment Financing Funds – A balanced budget in a TIF Fund is determined by the Fund’s ability to provide resources for anticipated projects and/or debt service payments. An analysis of a balanced budget for each of the TIF Funds must therefore focus on the cash balance of the respective Fund and its ability to provide funding for future projects and/or debt service payments.

d.

Debt Service Fund - A balanced budget in the Debt Service Fund has been established by Village Policy as a positive Net Change in Fund Balance (i.e., a Net Change in Fund Balance greater than $0). A positive Net Change in Fund Balance indicates that the Fund is receiving sufficient revenues to pay the Village’s obligations.

e.

Water & Sewer Fund - A balanced budget in the Water and Sewer Fund is determined by the positive or negative change in Net Assets. The budgeted Change in Net Assets is indicative of the Fund’s ability to generate sufficient resources to meet operating and non-operating expenses. If the Change in Net Assets is equal to or greater than $0, the Fund’s budget is considered to be balanced.

f.

Recycling & Refuse Fund - A balanced budget in the Recycling and Refuse Fund is determined by the positive or negative change in Net Assets. The budgeted Change in Net Assets is indicative of the Fund’s ability to generate sufficient resources to meet operating and non-operating expenses. If the Change in Net Assets is equal to or greater than $0, the Fund’s budget is considered to be balanced.

g.

Motor Vehicle System Parking Fund - A balanced budget in the Motor Vehicle Parking System Fund is determined by the positive or negative change in Net Assets. The budgeted Change in Net Assets is indicative of the Fund’s ability to generate sufficient resources to meet operating and non-operating expenses. If 104

the Change in Net Assets is equal to or greater than $0, the Fund’s budget is considered to be balanced. h.

Police Pension Fund - A balanced budget in the Police Pension Fund is achieved when additions exceed deductions in the Fund.

Revenues 1.

To ensure the Village’s continuing financial health, the Village will strive to maintain a diversified and stable revenue system so that fluctuations in any one revenue source will not have a devastating effect on the Village’s financial integrity.

2.

The Village shall utilize property taxes as a "stop gap" Revenue source. For each tax levy, the Village will determine the level of service it wishes to provide to its residents and the cost of providing this level of service. The cost of those services will be compared to projected revenues, excluding property tax. The shortfall between projected revenues and estimated expenditures is "theoretically" the amount to be considered for the property tax levy.

3.

The Village will establish user charges and fees at a level that attempts to recover the full cost of providing the service. a.

User Fees, particularly utility rates, should identify the relative costs of serving different classes of customers.

b.

The Village will set user fees to include the full cost of providing the service, including the construction, rehabilitation, and maintenance of the capital assets necessary to provide the service.

c.

The Village will consider rates and fees charged by comparable units of local government providing similar services when establishing user charges and fees.

4.

The Village will attempt to maximize its financial resources by encouraging Intergovernmental Cooperation. The establishment of intergovernmental service agreements with other units of local government allows the Village to provide the community higher levels of service at a reduced cost. It is the objective of the Village to continue to service areas that could be enhanced through intergovernmental cooperation.

5.

The Village will attempt to maximize its financial resources by investing excess funds in a manner that provides the highest investment return while maintaining the maximum security of invested funds and meeting the daily cash flow demands of the Village. The Village will invest funds in a manner conforming to all state statutes and local regulations governing the investment of public funds. The rules and regulations required by State Statutes are detailed in the Village’s Investment Policy which was adopted by the Village Board on June 15, 1999.

Operating Expenditures 1.

The Village will fund all operating expenditures in a particular Fund from the operating revenues generated by that Fund. In developing the budget, recommendations will be made regarding services level adjustments that may be necessary to meet this

105

objective. Services will not be expanded beyond the Villageâ&#x20AC;&#x2122;s ability to utilize current revenues to pay for the expansion of these services.

2.

The Village will continually assess its organization and service provision efforts in order to provide service enhancements by increasing efficiency or effectiveness.

During each budget process the Village will assess its current organization and service provision strategy and make adjustments if the analysis demonstrates that a particular enhancement would improve operations.

3.

The Village shall continually examine its service provision efforts in an effort to reduce operating expenditures and/or enhance the quality and level of services without increasing cost.

4.

The Village will establish Personnel Services budgets necessary to continue to provide quality and level of services to residents. To attract and retain quality employees, the Village will maintain a compensation and benefits package that is competitive with other public sector employers.

5.

The Village will provide sufficient resources to train Employees and thereby develop the specialized knowledge and expertise necessary to maintain and improve the quality of Village services.

6.

The Village will strive to adopt new technologies and techniques that will allow the Village to maintain and improve the level of services provided to residents while maintaining a stable workforce. To achieve this objective, the Village will investigate, fund, and implement information and communication technology solutions that allow for the automation of functions.

7.

Operating Expenditures will be budgeted, accounted for, and reported in the following major categories: i. Personnel Services Salaries Fringe Benefits ii. Operating Expenditures Team Development Professional Services Contractual Services Commodities Other Expenses Programs iii. Other Expenditures Capital Interfund Charges

Capital Projects 1.

The Village will develop a multi-year plan for capital projects. This plan will identify projects likely to be constructed within a five year time period and will also identify the likely source of funding for the project.

106

2.

The Village will attempt to support recurring capital projects (such as the annual street/water & sewer main maintenance programs) and capital purchases or projects that have a useful life of less than 20 years with recurring revenues or excess fund balances in the Capital Improvement and Utility (Water, Sewer and Storm) Funds.

Issuance of debt for funding of capital purchases or projects having a useful life of 20 years or more may be considered.

3.

The Village will set utility rates that are sufficient to provide funding for recurring capital projects (such as the annual main replacement programs) and capital purchases or projects that necessary to maintain utility infrastructure and have a useful life of less than 20 years. Rates shall be set at a minimum to maintain sufficient cash resources to fund such capital expenditures on a pay as you go basis and to fund debt service payments for those capital purchases or projects having a useful life of 20 years or more. This minimum level will be set through the use of the Village’s Water and Sewer Rate Analysis.

4.

Capital maintenance expenditures will be sufficient to address need for the deterioration of the Village’s capital infrastructure as necessary to protect the community’s quality of life. Capital maintenance expenditures will be sufficient to ensure a relatively stable level of expenditures in every budget year.

Debt 1.

The Village will consider the issuance of debt or utilization of low interest loans for projects that have a useful life of 20 years or more and cannot be reasonably funded through recurring revenues.

2.

The Village will not issue debt or undertake low interest loans that will last beyond the useful life of the asset for which the debt is to be issued.

3.

To minimize interest payments on assumed debt, the Village will strive to maintain or improve upon its current bond rating when issuing bonds. When considering loans, the Village will utilize, to the extent available, low interest loans (with interest rates below current rates of interest) such as Illinois Environmental Protection Agency (IEPA) loans for Water and Sewer Infrastructure construction and rehabilitation.

Financial Reporting 1.

Following the conclusion of the fiscal year, the Village will prepare a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting and reporting principles established by the Governmental Accounting Standards Board (GASB). The CAFR shall also satisfy all criteria of the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting.

2.

Included as part of the CAFR shall be the audit report prepared by independent certified public accountants designated by the Village Board to audit the Village’s financial statements.

3.

The Village will capitalize projects in compliance with the Capitalization Policy 107

established in conjunction with the conversion of the Comprehensive Annual Financial Report to the GASB Statement #34 format.

4.

On a continual basis, the Finance Department will prepare and present to the Village Board a monthly financial report on initiatives and status of major revenue sources and to the Administration, Finance and Legislative Committee a quarterly financial report that will include revenue and expenditure summaries and a cash and investment report for each Fund. These quarterly reports shall be presented to the Committee within 45 days of the end of the quarter.

108

109

110

111

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

General Fund Revenues Property Taxes Corporate IMRF Police Protection Police Pension Tort Judgment/Liability FICA Workers Compensation Road & Bridge Total Property Taxes

$3,012,367 128,476 122,312 131,959 362,576 158,943 200,488 0 $4,117,121

$4,024,000 403,715 1,256,000 1,196,000 568,355 473,515 377,000 400,000 $8,698,585

$3,842,052 407,369 1,861,250 488,807 544,238 478,183 357,762 412,789 $8,392,450

$2,024,000 212,000 1,037,000 296,000 271,000 247,000 193,000 200,000 $4,480,000

$2,026,000 212,000 1,037,000 296,000 271,000 247,000 193,000 200,000 $4,482,000

$1,738,613 0 187,332 63,467 98,901 1,570,948 $3,659,261

$2,460,956 0 260,000 96,569 156,775 2,543,798 $5,518,098

$2,346,121 0 264,730 0 115,074 2,552,632 $5,278,557

$1,560,000 0 156,000 60,000 100,000 1,560,000 $3,436,000

$1,025,000 340,000 172,500 57,000 85,000 1,450,000 $3,129,500

Total Intergovernmental

$6,376 1,823,220 293,858 4,155,103 105,337 0 120 0 0 0 0 $6,384,014

$8,212 2,587,665 413,921 6,370,312 0 73,775 0 24,624 50,000 876,802 1,000,000 $11,405,311

$133,858 2,339,908 395,615 6,350,000 37,116 68,337 3,447 0 49,470 876,800 1,000,000 $11,254,551

$4,800 1,594,311 248,436 3,911,312 0 42,000 0 24,624 50,000 529,997 1,000,000 $7,405,480

$1,422,500 1,650,000 250,000 3,850,000 0 35,000 0 0 0 515,000 0 $7,722,500

Licenses & Permits Business Licenses Liquor Licenses Dog Licenses Vehicle Stickers Truck Weight Permits Building Permits - DuPage Building Permits - Cook Total Licenses & Permits

$245,540 48,700 206 457,453 0 521,159 0 $1,273,058

$460,065 94,858 138 335,732 0 676,381 0 $1,567,174

$450,000 75,000 1,006 374,358 0 560,000 0 $1,460,364

$245,400 48,700 0 0 408,000 0 $702,100

$170,000 60,000 850 0 5,000 325,000

Fines & Forfeits Fines - Traffic Enforcement Fines - False Alarms Fines - Parking Fines Red-light Violations Fines - PD - Misc.

Fines - Code Enforcement Total Fines & Forfeits

$476,370 2,507 0 0 234 19,155 $498,266

$380,782 40,505 225,000 330,000 155 350 $976,792

$518,725 535 0 202,786 373 1,075 $723,494

$125,000 25,000 225,000 330,000 0 0 $705,000

Charges for Services Return Checks Fees Basset/Report/Misc. Fees Reim. Exp - Police Services Reim. Exp - Police Training Downtown Parking Fees Auto Towing Fees Reim Exp - Fire Services Dial-A-Bus Fares Engineering Review & Inspection Fees Zoning Hearing Fees Maps/Codes/Plan Reviews Sign Permit Fees Elevator Inspection Fees Alarm Connect/Pump Fees Smoke Detectors Reim Exp-Code Enforcement Inspection Fee Zoning Inspection Fee Rental Units Inspection Fee Real Estate Trsf Recreation Fees - Redmond Miscellaneous Revenue - Redmond Rink Revenue - Ice Rental Rink Revenue - Party Room Rental Rink Revenue - Skate Rental Rink Revenue - Public Skating

$225 3,947 83,515 0 6,118 106,000 660 0 16,500 3,075 40 8,185 7,809 4,400 2,219 1,295 3,600 84,258 6,363 136,939 498 1,771,267 13,729 7,113 9,416

$105 11,822 80,773 0 643 155,000 0 19,711 10,000 27,750 1,095 14,531 10,400 3,860 1,532 0 0 113,148 11,305 119,011 1,702 2,970,058 12,100 9,217 18,748

$189 19,874 82,954 0 1,500 160,000 0 17,805 0 32,895 1,226 15,219 9,553 20,185 3,053 0 150 103,817 13,311 240,885 42,205 3,002,040 4,565 41,837 29,757

$0 0 42,000 0 0 102,000 0 12,000 10,000 6,000 0 6,000 5,500 0 0 0 0 72,000 6,000 110,000 0 1,800,000 12,000 7,000 9,400

Taxes Utility Tax - Electric Utility Tax - Natural Gas Replacement Tax Hotel/Motel Tax Village Amusement Telecommunications Tax Total Taxes Intergovernmental Auto Rental Tax Income Taxes State Use Tax Sales Tax - General Fund Operating Grants - St - Admin Operating Grants - Pace Capital Grants Federal Admin Grant (ISBE Nutrition Program) Chicago Reimbursement Motor Fuel Tax Allotment (MFT Transfer) O'Hare Settlement Proceeds (In Leiu of charges to UT)

112

$560,850

$275,000 25,000 552,000 250 500 $852,750

$250 12,000 80,000 0 1,200 110,000 0 12,500 10,000 30,000 500 8,500 6,500 13,450 1,500

72,000 8,000 110,000 2,000 1,811,705 1,000 8,500 16,500

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

63,192 143,432 61 0 2,626 156,843 16,399 55,096 45,037 185,283 11,242 36,742 12,888 64,988 78,108 0 0 74,594 0 $3,223,702

68,124 239,624 2,432 1,134 608 0 33,399 75,333 106,244 293,676 21,553 73,307 0 110,446 80,942 6,200 6,000 284,625 0 $4,996,158

190,822 118,275 9,446 38,540 762 0 17,232 82,643 77,028 241,607 15,984 67,497 0 107,567 18,742 211,877 0 368,615 0 $5,409,657

54,000 143,000 0 0 0 0 16,399 50,000 75,000 200,000 12,000 46,500 0 60,000 60,000 0 6,000 143,232 0 $3,066,031

0 145,000 0 23,000 0 0 16,000 70,000 50,000 200,000 5,000 43,000 0 63,000 25,000 25,000 5,000 170,000 0 $3,156,105

Investment Income Interest Income Interest on Investments Interest - Property Tax Corp Interest - Property Tax IMRF Interest - Property Tax FICA Interest - Property Tax PD Protection Interest - Property Tax Tort Interest - Property Tax Work Comp Interest - Property Tax RD & BRDG

$53,264 8,090 0 17 25 0 0 0 0

$153,468 1,429 0 8 10 0 0 0 0

$48,968 1,106 112 22 25 98 29 19 19

$150,000 500 0 0 0 0 0 0 0

$25,000 25,000 100 25 25 50 25 20 10

Total Investment Income

$61,396

$154,915

$50,398

$150,500

$50,255

$0 50,000 0 0 0 0 0

$10,000 5,000 20,000 1,500 10,000 350 2,000

Rink Revenue - Hockey School Rink Revenue - Figure Skating Rink Revenue - Ice Shows Rink Revenue - Rate Hockey Rink Revenue - Adult Leagues Steel Sponsorship Revenue Rink Rev Sponsorship/Promotional Aquatic Center Pro Shop Merchandise Ice Rink Concessions Concession Stand - Vending Commission Movie Theatre Admission Sales Rental Premier Sports/PRV.ACLRN Double Feature Shop Food Sales Miscellaneous Charges Miscellaneous Reimbursement Teen Center Contributions Franchise Fees Cable Interfund Charges - UT Total Charges for Services

Other Revenues Reimburse Expenditures - General Liability Insurance Claim Reimbursement Local Government Rebates Program Contributions Comm Serv - Program Contrib.

Miscellaneous Revenue Over and Short Total Other Revenues

$51 84,504 0 0 0 0 (2,052)

$15,000 50,000 0 0 0 0 (2,587)

$0 15,000 0 0 0 0 (3,002)

$82,503

$62,413

$11,998

$50,000

$48,850

1,795,000 781,200 81,000 200,500 0 0 0 0 $2,857,700

0 596,666 135,000 0 0 0 155,805 64,133 $951,604

0 596,666 135,000 0 0 0 155,805 64,133 $951,604

0 0 81,000 0 0 0 93,483 41,000 $215,483

0 830,000 30,000 0 0 0 0 0 $860,000

Sub Total General Fund

$22,157,021

$34,331,050

$33,533,073

$20,210,594

$20,862,810

Interfund Transfers Out Transfer to Debt Svc for EDGE TR to Debt Svc-Edge (Net Skating Rev) Transfer to Stormwater Transfer to CIP Transfer to Dial A Bus Transfer to Insurance Transfer to Debt (MFT) Transfer to Debt Service Total Interfund Transfers Out

($2,243,784) 0 0 0 (200,500) 0 0 (1,665,794) ($4,110,078)

($2,034,038) (406,000) (159,942) 0 0 0 (740,846) (3,145,429) ($6,486,255)

($2,034,038) (406,000) (159,942) 0 0 0 (740,846) (3,145,429) ($6,486,255)

($793,947) (406,000) (75,489) 0 0 0 (370,936) (1,566,713) ($3,213,085)

($358,263) 0 0 (144,025) 0 0 (370,975) (1,776,200) ($2,649,463)

Total General Funds

$18,046,943

$27,844,795

$27,046,818

$16,997,509

$18,213,347

Intergovernmental Operating Grants - PACE Total Intergovernmental

$60,102 $60,102

$0 $0

$0 $0

$0 $0

$0 $0

Charges for Services Dial - A - Bus Fares Total Charges for Services

13,547 $13,547

$0 $0

0 $0

$0 $0

$0 $0

Interfund Transfers In Transfer from CIP Transfer from Utility Fund Transfer from Recycling & Refuse Transfer from Dial A Bus Transfer from TORT Transfer from Insurance Transfer from Refunding Series 2002A Transfer from Commuter Parking Total Interfund Transfers In

Pace Fund

113

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget

Total Pace Fund

FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

$73,649

$0

$0

$0

$0

$12,594 $12,594

$0 $0

$0 $0

$0 $0

$0 $0

Motor Fuel Tax Fund Charges for Services Miscellaneous Charges Total Charges for Services Interfund Transfers Transfer to Debt Service (FY 2009 & Original Transfer to General (Amended 2010) Total Interfund Transfers

($362,743) ($362,743)

($876,802) ($876,802)

($876,802) ($876,802)

($529,997) ($529,997)

$0 $0

$540,251 $540,251

$876,802 $876,802

$876,802 $876,802

$529,997 $529,997

$0 $0

$2,527 $2,527

$0 $0

$0 $0

$0 $0

$0 $0

$192,629

$0

$0

$0

$0

Licenses & Permits Vehicle Stickers Total Licenses & Permits

$0 $0

$375,000 $375,000

$427,699 $427,699

$375,000 $375,000

$400,000 $400,000

Intergovernmental Operating Grants - Pace Capital Grants - Federal Capital Grants - Federal - CED FAA Grant RTA Grant DuPage County - Accessibility Grant Chicago O'Hare Settlement Proceeds Total Intergovernmental

$0 0 0 0 0 0 0 $0

$0 46,000 0 800,000 100,000 26,400 1,000,000 $1,972,400

$49,101 46,000 0 0 100,000 26,400 1,000,000 $1,221,501

$0 46,000 0 800,000 100,000 26,400 1,000,000 $1,972,400

$0 26,500 750,000 800,000 0 0 0 $1,576,500

$68,974 $68,974

$4,935 $4,935

$6,446 $6,446

$0 $0

$5,000 $5,000

$3,124,936 0 $3,124,936

$4,620,000 132,140 $4,752,140

$4,000,000 132,140 $4,132,140

$2,723,000 132,140 $2,855,140

$2,700,000 0 $2,700,000

($1,795,000) 0 0 0 ($1,795,000)

$0 (930,840) (660,189) (267,276) ($1,858,305)

$0 (930,840) (660,189) (267,276) ($1,858,305)

$0 (760,000) (909,235) 0 ($1,669,235)

Budget 2010);

Intergovernmental Motor Fuel Tax Allotment Total Intergovernmental Investment Income Interest on Investments Total Investment Income

Total Motor Fuel Fund Capital Improvement Fund

Investment Income Interest on Investments Total Investment Income Other Taxes Sales Tax Proceeds from TIF 1 distributed surplus Total Other Taxes Interfund Transfer Out Transfer to General Fund Transfer to Utility (Storm Capital) Transfer to Debt Service (EDGE) Transfer to Debt Service Total Interfund Transfer Out

$0 0 0 0 $0

Interfund Transfers In Transfer from General Fund W&S Road Restoration & Equip.

Total Interfund Transfers in

$0 $0 $0

$0 $409,850 $409,850

$0 $409,850 $409,850

$0 $409,850 $409,850

$144,025 $0 $144,025

Interfund Advances - Out Advance to TIF 4 Advance to TIF 7 Advance to TIF 11

$0 0 0

($226,000) (357,000) (209,000)

($226,000) (357,000) (209,000)

($186,000) (185,000) (106,000)

($399,550) (195,285) (133,395)

Total Interfund Advances

$0

($792,000)

($792,000)

($477,000)

($728,230)

Total Capital Improvement Fund

$1,398,910

$4,864,020

$5,405,636

$3,277,085

$2,428,060

$22,637 $22,637

$44,400 $44,400

$42,897 $42,897

$22,000 $22,000

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

SSA #2 Property Tax Property Tax Total Property Tax Interfund Transfers Transfer to Debt Service 374 Acct Total Interfund Transfers

($21,000) ($21,000)

Investment Income

114

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget

Interest on Investments Total Investment Income

FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

$14 $14

$1 $1

$2 $2

$0 $0

$0 $0

$1,651

$44,401

$42,899

$22,000

$0

Property Tax Property Tax Total Property Tax

$0 $0

$0 $0

$0 $0

$0 $0

$36,556 $36,556

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$664,757 $664,757

Total SSA #3

$0

$0

$0

$0

$701,313

Property Tax Property Tax Total Property Tax

$0 $0

$0 $0

$0 $0

$0 $0

$157,640 $157,640

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$2,866,613 $2,866,613

Total SSA #4

$0

$0

$0

$0

$3,024,253

Property Tax Property Tax Total Property Tax

$0 $0

$0 $0

$0 $0

$0 $0

$11,015 $11,015

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$200,300 $200,300

Total SSA #5

$0

$0

$0

$0

$211,315

Property Tax Property Tax Total Property Tax

$0 $0

$0 $0

$0 $0

$0 $0

$107,017 $107,017

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$1,946,053 $1,946,053

Total SSA #6

$0

$0

$0

$0

$2,053,070

Property Tax Property Tax Total Property Tax

$0 $0

$0 $0

$0 $0

$0 $0

$55,055 $55,055

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$1,001,145 $1,001,145

Total SSA #7

$0

$0

$0

$0

$1,056,200

Property Tax Property Tax Total Property Tax

$0 $0

$0 $0

$0 $0

$0 $0

$28,730 $28,730

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$522,434 $522,434

Total SSA #8

$0

$0

$0

$0

$551,164

Total SSA #2 SSA #3

SSA #4

SSA #5

SSA #6

SSA #7

SSA #8

SSA #9

115

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

Property Tax Property Tax Total Property Tax

$0 $0

$0 $0

$0 $0

$0 $0

$208,160 $208,160

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$3,785,335 $3,785,335

Total SSA #9

$0

$0

$0

$0

$3,993,495

$1,651

$44,401

$42,899

$22,000

$11,590,810

$1,301,413 $1,301,413

$1,438,527 $1,438,527

$1,389,354 $1,389,354

$0 $0

$0 $0

$9,674 $9,674

$0 $0

$136,469 $136,469

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

Total SSA Revenue

TIF #1 Town Center Property Tax Property Tax Total Property Tax Other Revenues Other Revenue Total Other Revenues Interfund Transfers Transfer to Debt Service Total Interfund Transfer

($923,006) ($923,006)

Investment Income Interest on Investments Total Investment Income

$24,100 $24,100

$13,269 $13,269

$13,298 $13,298

$0 $0

$0 $0

$412,181

$1,451,796

$1,539,121

$0

$0

Intergovernmental Chicago O'Hare Settlement Proceeds Total Intergovernmental

$0 $0

$350 $350

$350 $350

$350 $350

$0 $0

Total TIF #2

$0

$350

$350

$350

$0

$48,985 $48,985

$98,880 $98,880

$157,150 $157,150

$49,087 $49,087

$66,050 $66,050

$0 $0

$0 $0

$0 $0

$0 $0

$399,550 $399,550

$0 $0

$0 $0

$0 $0

$0 $0

$1 $1

$3 $3

$0 $0

$1 $1

($48,922)

$98,881

$157,153

$49,087

$465,601

$261,663 $261,663

$519,200 $519,200

$523,022 $523,022

$260,000 $260,000

$242,000 $242,000

$0 $0

$0 $0

$0 $0

$0 $0

$152 $152

$10 $10

$25 $25

$0 $0

$0 $0

$62,134

$519,210

$523,047

$260,000

$242,000

Total TIF #1 TIF # 2 O'Hare Cargo

TIF #4 Grand Ave/Sexton Parcel Property Tax Property Tax Total Property Tax Interfund Advances In Advance from Cap Proj. Fund Total Advances In Interfund Transfers Transfer to Debt Service Total Interfund Transfer Investment Income Interest on Investments Total Investments

Total TIF 4

($97,969) ($97,969)

$62 $62

TIF #5 Heritage Square Property Tax Property Tax Total Property Tax Interfund Transfers Transfer to Debt Service Total Interfund Transfer Investment Income Interest on Investments Total Investments

Total TIF 5

($199,681) ($199,681)

116

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

TIF #6 RTE & Thorndale Property Tax Property Tax Total Property Tax

$272,926 $272,926

$615,000 $615,000

$576,581 $576,581

$307,500 $307,500

$250,000 $250,000

$181 $181

$12 $12

$28 $28

$0 $0

$0 $0

$273,107

$615,012

$576,609

$307,500

$250,000

$45,312 $45,312

$93,969 $93,969

$94,561 $94,561

$46,984 $46,984

$44,725 $44,725

Interfund Advances In Advance from Cap Proj. Fund Total Advances In

$0 $0

$0 $0

$0 $0

$0 $0

$195,285 $195,285

Interfund Transfers Transfer to Debt Service Total Interfund Transfer

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

Investment Income Interest on Investments Total Investments

$28 $28

$2 $2

$5 $5

$0 $0

$0 $0

$45,340

$93,971

$94,566

$46,984

$240,010

$32,392 $32,392

$71,712 $71,712

$57,878 $57,878

$35,856 $35,856

$20,680 $20,680

$0 $0

$0 $0

$0 $0

$0 $0

$133,395 $133,395

$0 $0

$0 $0

$0 $0

$0 $0

$21 $21

$2 $2

$3 $3

$0 $0

$2 $2

$6,158

$71,714

$57,881

$35,856

$154,077

Intergovernmental Chicago O'Hare Settlement Proceeds Total Intergovernmental

$0 $0

$16,814 $16,814

$16,814 $16,814

$16,814 $16,814

$0 $0

Total TIF #12

$0

$16,814

$16,814

$16,814

$0

Other Funding Sources Proceeds from Debt Total Other Funding Sources

$0 $0

$0 $0

$0 $0

$0 $0

$15,000,000 $15,000,000

Total TIF #13

$0

$0

$0

$0

$15,000,000

$749,998

$2,867,748

$2,965,541

$716,591

$16,351,687

$587,225 $587,225

$1,064,500 $1,064,500

$1,028,962 $1,028,962

$534,500 $534,500

$531,770 $531,770

Investment Income Interest on Investments Total Investments

Total TIF 6 TIF #7 Irving Park & Church Property Tax Property Tax Total Property Tax

Total TIF 7 TIF #11 Grand & York Property Tax Property Tax Total Property Tax Interfund Advances In Advance from Cap Proj. Fund Total Advances In Interfund Transfers Transfer to Debt Service Total Interfund Transfer Investment Income Interest on Investments Total Investments

Total TIF 11

($26,255) ($26,255)

TIF #12

TIF #13

Total TIF Revenue

Debt Service Fund Property Tax Property Tax Total Property Tax

117

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget

Other Funding Sources Proceeds from Debt Bond Proceeds - Premium/Discount Bond Premium/Discount Total other Funding Sources Investment Income Interest on Investments Total Investment Income

FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

$275,000 0 0 $275,000

$0 0 0 $0

$32,946 3,297 0 $36,243

$0 0 0 $0

$0 0 0 $0

$184 $184

$21 $21

$54 $54

$0 $0

$0 $0

Interfund Transfers In Transfer from SSA #2 Transfer from TIF #1 Transfer from TIF #5 Transfer from TIF #7 Transfer from TIF #11 Transfer from CIP (EDGE Bonds) Transfer from GF Rev Net Skating (EDGE Bo Transfer from GF (EDGE Bonds) Transfer from GF (MFT) Transfer from Motor Fuel Fund Transfer from TIF #4 Transfer from CIP Transfer from GF Total Interfund Transfers In

$87,923 923,006 199,681 0 26,255 0 0 0 0 362,743 97,969 0 3,909,578 $5,607,155

$0 0 0 0 0 660,189 406,000 793,947 740,846 0 0 267,276 4,385,520 $7,253,778

$0 0 0 0 0 660,189 406,000 793,947 740,846 0 0 267,276 4,385,520 $7,253,778

$0 0 0 0 0 660,189 406,000 793,947 370,936 0 0 267,276 1,566,713 $4,065,061

$0 0 0 0 0 358,263 0 0 370,975 0 0 909,235 1,776,200 $3,414,673

Sub Total Debt Service Fund

$6,469,564

$8,318,300

$8,319,037

$4,599,561

$3,946,443

0 $0

0 $0

Interfund Transfers Out Transfer to General Fund (2002A) Total Interfund Transfers Out

Total Debt Fund

0 $0

(62,322) ($62,322)

(62,322) ($62,322)

$6,469,564

$8,255,978

$8,256,715

$4,599,561

$3,946,443

$2,389,704 273,940 1,827,164 279,434 414,660 186,261 0 94,845 90,009 2,936,071 54,700 0 15 $8,546,805

$3,514,056 500,118 3,098,804 350,473 573,181 1,006,000 184,000 164,139 46,470 3,824,504 10,450 1,682 325 $13,274,202

$4,253,081 500,000 3,586,119 703,124 707,579 260,154 39,666 121,983 82,201 5,174,998 2,200 6,601 3,645 $15,441,351

$1,956,000 300,000 1,860,000 192,000 288,000 0 0 120,000 50,000 2,412,400 10,000 0 0 $7,188,400

$2,905,000 415,000 2,975,000 545,000 288,000 0 0 0 200,000 3,150,000 1,500 5,000 2,000 $10,486,500

$729 0 $729

$50,219 3,000,000 $3,050,219

$665 0 $665

$50,000 3,000,000 $3,050,000

$0 3,913,296 $3,913,296

0 0 0 $0

159,942 0 930,840 $1,090,782

159,942 0 930,840 $1,090,782

75,489 0 930,840 $1,006,329

0 73,100 0 $73,100

Sub Total Utility Fund

$8,547,534

$17,415,203

$16,532,798

$11,244,729

$14,472,896

Interfund Transfers Out Transfer to General Fund Transfer to CIP - Road Rest & Equip.

Transfer from Utility Fund - Debt Service Transfer to Utility Fund - Debt Service Total Interfund Transfers Out

($781,200) 0 (1,139,266) 1,072,343 ($848,123)

Total Utility Fund

$7,699,411

$16,520,203

$15,637,798

$10,834,879

$13,642,896

0

0

0

0

760,000

Utility Fund Charges for Services Water Sales Operations Water Sales Debt Services Sewer Fees - Operations Sewer Fees - Pretreatment Sewer Fees - Capital Recovery Industrial Capital Surcharge - Water Industrial Capital Surcharge - Sewer Sewer Fees - Pretreatment - EGV Utilities Penalties Water Sales - Capital Recovery W/S Turn On/Off Meters & Materials Water & Sewer Miscellaneous Total Charges for Services Other Revenues/Financing Sources Interest on Investments Bond Proceeds Total Interest Income Interfund Transfers In TR from General FD-StormH2O Operations Transfer from R&R Transfer from CIP to Stormwater Capital Interfund Transfers In

($895,000) 0 (1,077,270) 1,077,270 ($895,000)

($895,000) 0 (1,077,270) 1,077,270 ($895,000)

$0 (409,850) 0 0 ($409,850)

($830,000) 0 0 0 ($830,000)

Stormwater Fund Interfund Transfers In Transfer from Capital Impr. Fund

118

Village of Bensenville 2011 Budget Final Revenue Estimate by Fund, FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

Interfund Transfers In

$0

$0

$0

$0

$760,000

Total Stormwater Fund

$0

$0

$0

$0

$760,000

$0 1,543,500 0 $1,543,500

$0 1,560,000 2,000 $1,562,000

Recycling & Refuse Fund Charges for Services Utility Penalties Recycling & Refuse Charges Miscellaneous Charges Total Charges for Services Interfund Transfers Out Transfer to Utility Fund Transfer to General Fund Total Interfund Transfers Out

$26,153 1,567,160 0 $1,593,313

0 ($81,000) ($81,000)

Total Recycling & Refuse Fund

($40) 2,604,199 (2,217) $2,601,942

($40) 2,566,532 (2,217) $2,564,275

0 ($135,000) ($135,000)

0 ($135,000) ($135,000)

0 ($81,000) ($81,000)

(73,100) $0 ($73,100)

$1,512,313

$2,466,942

$2,429,275

$1,462,500

$1,488,900

$24,358 0 $24,358

$31,893 28 $31,921

$52,906 28 $52,934

$24,000 0 $24,000

$35,000 0 $35,000

$0 $0

($64,133) ($64,133)

($64,133) ($64,133)

($41,000) ($41,000)

($30,000) ($30,000)

$24,358

($32,212)

($11,199)

($17,000)

$5,000

Commuter Parking Fund Charges for Services Parking Fees Commuter Lot Miscellaneous Charges Total Charges for Services Interfund Transfers Transfer to General Fund Total Interfund Transfers

Total Commuter Parking Fund Rental Property Fund Other Funding Sources Lease Income - VOB Property Proceeds from Chicago Proceeds from Debt Total Other Funding Sources

$82,837 0 4,597 $87,434

$13,776 5,459,382 0 $5,473,158

$18,565 5,459,382 0 $5,477,947

$0 5,459,382 0 $5,459,382

$0 0 0 $0

Other Revenues Revenue - Miscellaneous Total Other Revenue

$51,953 $51,953

$2,700 $2,700

$107,547 $107,547

$0 $0

$0 $0

$139,387

$5,475,858

$5,585,494

$5,459,382

$0

Total Rental Property Fund

Village of Bensenville Revenue & Expenditure Summary - FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

Total Revenues (Net of Transfers)

36,308,813

68,307,733

67,358,977

43,352,507

68,427,143

Total Expenditures

40,478,686

70,854,287

63,682,294

46,733,033

69,897,143

(4,169,873)

(2,546,554)

3,676,683

(3,380,526)

(1,470,000)

Revenues over(under) Expenditures

119

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

General Fund Expenditures Governance Village Board Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Village Board Total Village Clerk Salaries Fringe Benefits Team Development Contractual Services Commodities Programs Village Clerk Total CDC Commission Salaries Fringe Benefits Team Development Professional Services Commodities CDC Commission Total Board of Police Commissioners Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Board of Police Commissioners Total Total Governance Office of the Village Manager Administration Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Other Expenses Programs Administration Total Legal Services Salaries Fringe Benefits Team Development Professional Services Contractual Services Legal Services Total

$

$

$

$

$

$

$

20,790 2,737 3,689 4,008 4,891 3,190,517 3,226,632

62,750 12,348 885 18,327 1,513 95,823

1,890 145 2,035

$

$

$

$

$

$

$

$

10,822 2,373 63,602 650 77,447

$

$

$

$

$

36,237 $ 3,738 95,494 110,000 9,810 7,270 (11,125) 251,424 $

36,237 6,020 95,133 84,199 2,208 9,474 143,883 377,154

65,803 22,591 3,428 41,829 3,227 136,878

63,240 21,956 4,231 31,527 1,694 23 122,671

4,380 335 3,010 1,000 100 8,825

$

$

$

$

$

$

10,177 1,630 4,710 63,539 7,700 87,756

3,401,937

$

340,907 59,508 11,047 9,019 3,819 5,660 214 430,174

$

7,257 1,425 89 1,423,741 1,432,512

120

$

$

$

3,226 251 928 827 5,232

$

$

$

$

$

$

$

$

13,753 2,002 1,317 57,702 222 74,996

484,883

$

496,370 140,335 37,558 154,833 1,360 13,400 267,420 78,780 1,190,056

$

1,096,091 500 1,096,591

$

$

$

21,502 2,225 62,575 110,000 8,450 5,000 209,752

37,564 13,365 1,005 24,000 2,750 78,684

2,960 226 2,600 1,000 100 6,886

$

$

$

$

$

$

20,400 2,195 70,205 120,000 12,920 3,125 3,000 231,845

39,822 14,213 3,010 26,970 3,500 87,515

2,960 227 2,250 600 6,037

$

$

5,770 952 3,525 29,000 7,500 46,747

$

5,480 1,001 6,075 37,000 29,200 78,756

580,053

$

342,069

$

404,153

480,000 165,000 23,490 118,241 611 11,612 37,260 594 836,808

$

250,960 76,863 23,558 144,000 1,160 8,000 255,000 78,780 838,321

$

268,650 85,582 26,437 174,000 1,160 8,600 280,000 844,429

1,099,750 250 1,100,000

$

$

$

543,000 500 543,500

$

$

$

487,000 487,000

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget

Human Resources Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Human Resources Total Risk Management Salaries Fringe Benefits Team Development Professional Services Contractual Services Other Expenses Risk Management Total Marketing & Community Relations Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Capital Improvements Marketing & Community Relations Total Information Technology Salaries Fringe Benefits Professional Services Contractual Services Commodities Capital Improvements Information Technology Total Emergency Management Salaries Fringe Benefits Team Development Contractual Services Commodities Other Expenses Programs Capital Improvements Emergency Management Totals Total Office of the Village Manager Finance Department Administration Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Other Expenses Administration Total Total Finance Department - General Fund

FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

$

-

$

38,054 15,752 595,885 649,691

$

$

$

$

$

$

233,677 62,178 7,935 90,940 10,078 9,841 2,548 417,197

$

66,678 15,044 253,974 2,106 43,010 380,812

$

$

$

$

66,557 45,319 13,675 11,000 7,150 250 143,951

$

66,057 11,434 1,400 70,000 680,515 840,000 1,669,406

$

$

219,456 67,049 8,017 68,000 102,798 7,394 119,930 592,644

$

14,535 2,516 499,489 640,474 5,606 108,900 1,271,520

$

$

8,381 642 15,981 4,451 400 29,855

$

$

$

$

$

$

73,397 12,706 1,556 77,778 680,000 840,000 1,685,437

$

$

172,250 45,000 8,908 75,556 114,220 8,216 133,256 557,406

$

16,150 2,796 495,000 640,000 6,229 121,000 1,281,175

$

$

14,998 2,596 6,000 27,062 19,385 1,221 5,000 76,262

3,340,241

$

$

$

275,291 99,121 3,405 132,630 398,823 18,231 26,796 954,297

$

954,297

121

73,952 50,354 15,194 12,222 7,944 278 159,944

$

$

$

39,850 27,514 13,675 11,000 7,150 250 99,439

$

39,850 6,898 1,400 70,000 247,115 840,000 1,205,263

$

$

73,363 24,360 6,350 68,000 4,000 119,930 296,003

$

282,700 465,039 5,000 103,900 856,639

$

$

16,664 2,884 6,667 30,069 21,539 1,357 5,556 84,736

6,040,430

$

$

$

550,989 200,218 5,299 319,877 478,832 39,077 65,632 1,659,924

$

1,659,924

$

$

$

42,605 57,620 13,675 11,000 12,550 250 137,700

42,605 7,760 1,400 70,000 505,862 450,000 1,077,627

$

78,970 26,555 6,400 92,000 4,450 145,450 353,825

$

319,240 549,408 5,000 97,500 971,148

$

$

9,069 1,570 6,000 22,800 15,150 900 5,000 60,489

$

57,500 30,433 6,800 35,300 15,150 10,900 156,083

5,705,506

$

3,899,654

$

4,027,812

$

$

284,427 115,633 4,275 70,600 216,960 21,660 48,572 762,127

$

$

550,000 199,800 5,888 355,419 525,369 49,641 72,924 1,759,041

$

322,200 135,500 6,950 156,000 60,910 19,800 55,000 756,360

$

1,759,041

$

762,127

$

756,360

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget

Police Department Administration Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Other Expenses Programs Capital Improvements Administration Total Patrol Salaries Fringe Benefits Team Development Professional Development Contractual Services Commodities Other Expenses Programs Capital Improvements Patrol Total Investigations Salaries Fringe Benefits Team Development Contractual Services Commodities Other Expenses Programs Capital Improvements Investigation Total Communications Salaries Fringe Benefits Contractual Services Capital Improvements Communications Total Total Police Department Community & Economic Development Administration Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Capital Improvements Total Administration Code Compliance Salaries Fringe Benefits Team Development Contractual Services Commodities Capital Improvements Code Compliance Total Total Community & Economic Development

$

$

$

$

$

$

$

FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

319,544 213,224 34,112 83,803 97,455 104,576 3,965 856,679

1,903,530 261,948 14,900 778 689 109,317 53,099 2,344,261

434,694 62,248 1,077 4,465 502,484

$

$

$

$

$

$

$

$

226,411 92,517 8,723 327,651

$

4,031,075

$

520,517 340,976 34,229 71,267 376,733 151,862 78 1,095 4,837 1,501,594

3,550,911 1,384,747 15,530 33,975 8,105 27,576 621 215,559 43,308 5,280,332

722,045 274,798 6,105 8,736 9,324 390 22,180 1,043,578

$

$

$

$

$

$

383,429 158,878 33,785 450 576,542

$

$

8,402,046

278,449 93,532 7,353 19,449 32,883 509,705 899 942,270

$

$

482,152 177,276 1,048 4,532 12,995 678,003

$

1,620,273

$

$

122

519,000 335,000 38,032 79,186 418,592 168,736 87 1,214 5,374 1,565,221

3,500,000 1,380,000 17,256 20,972 19,563 30,640 690 245,730 48,120 5,262,971

702,000 270,000 6,783 9,707 10,360 433 24,644 1,023,927

$

$

$

$

$

$

$

335,802 199,333 19,014 40,560 313,275 90,400 78 1,095 4,408 1,003,965

2,156,417 1,037,675 15,350 18,875 8,105 26,889 312 103,365 33,605 3,400,593

400,588 186,316 6,105 8,006 6,700 390 22,180 630,285

$

$

$

$

$

$

2,199,162 1,042,311 39,290 18,875 28,275 41,428 101,540 3,470,881

422,551 184,042 9,535 2,153 8,510 600 22,180 4,920 654,491

380,000 158,000 35,689 500 574,189

$

257,489 111,024 30,045 450 399,008

$

284,866 120,403 22,520 427,789

$

8,426,308

$

5,433,851

$

5,733,735

469,783 161,830 11,850 14,400 24,595 13,000 465,142 1,160,600

$

465,000 160,000 13,167 16,000 27,328 516,824 1,198,319

$

260,419 94,317 8,125 14,400 10,400 5,200 10,000 402,861

$

289,167 103,985 5,600 17,100 5,000 10,000 430,852

$

598,265 197,161 5,145 162,134 24,933 987,638

$

595,000 195,000 5,717 180,149 27,703 1,003,569

$

322,378 112,929 4,535 158,800 12,800 611,442

$

293,075 94,030 6,950 158,600 12,800 565,455

$

2,148,238

$

2,201,888

$

1,014,303

$

996,307

$

$

358,510 223,643 15,513 56,700 421,575 90,624 648 8,441 4,920 1,180,574

$

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget

Public Works Department Administration Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Administration Total Street Operations Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Street Operations Total Forestry Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Total Forestry Building & Property Maintenance Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Capital Improvements Total Building & Property Maintenance Fleet Maintenance Salaries Fringe Benefits Team Development Contractual Services Commodities Total Fleet Maintenance Total Public Works Department - General Fund

$

FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

179,799 57,222 10,666 31,861 10,304 4,323 294,175

$

266,978 43,012 14,935 90,000 47,363 13,698 475,986

$

282,750 45,000 8,386 276,897 98,367 10,039 721,439

$

113,944 25,625 11,382 90,000 46,350 12,150 299,451

$

148,721 32,858 10,061 266,169 29,600 487,409

325,372 103,010 1,785 247,893 182,803 16,025 876,888

$

486,737 173,562 2,272 10,000 457,147 313,106 20,000 1,462,824

$

476,000 170,000 380 8,333 369,435 62,805 1,086,953

$

276,503 100,109 2,100 10,000 354,070 234,300 20,000 997,082

$

295,692 106,711 2,400 351,038 258,300 20,000 1,034,141

228,438 66,809 8 232,480 35,753 8,245 571,733

$

453,170 141,483 1,841 18,000 272,378 53,453 25,380 965,705

$

398,446 129,817 1,301 18,000 268,574 53,484 21,257 890,879

$

323,138 93,385 1,650 18,000 169,470 41,600 21,500 668,743

$

288,521 91,445 1,550

90,116 27,202 86,459 7,810 211,587

$

188,393 51,491 750 2,700 164,360 9,783 12,000 429,477

$

123,346 61,016 2,306 2,306 142,988 6,908 338,870

$

124,191 28,411 750 2,700 126,965 7,050 12,000 302,067

$

134,664 31,534 700 150,550 6,950 324,398

$

$

99,273 17,184 600 3,045 12,950 133,052

$

$

105,000 7,411 2,721 15,413 130,545

$

$

115,815 19,471 600 3,244 20,230 159,360

$

$

49,135 11,607 2,042 10,835 73,619

$

91,187 16,605 600 3,090 10,300 121,782

$

2,028,002

$

3,493,352

$

3,168,686

$

2,400,395

$

2,673,326

$

$

$

$

$

$

$

$

123

256,280 42,800 25,000 705,596

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget

Recreation & Community Programming Administration Salaries Fringe Benefits Team Development Contractual Services Programs Total Administration

FY 2010

FY 2010

CY 2010

FY 2011

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

18 2,046 9,294 40,232 51,590

$

116,607 31,899 13,800 284,909 447,215

$

129,563 35,444 15,333 285,000 465,340

$

73,784 19,533 10,400 250,150 353,867

$

90,126 23,145 2,400 238,050 353,721

266,533 50,672 5,525 57,992 21,879 560,003 10,950 973,554

$

322,454 43,034 45,422 32,696 313,984 12,350 769,940

$

358,282 47,816 43,000 32,000 210,204 13,722 705,024

$

181,800 23,658 1,500 7,000 213,958

$

184,690 24,847 1,500 85,000 27,800 323,837

770,829 220,268 3,421 960,384 22,522 100,160 69,443 2,147,027

$

1,264,384 290,319 6,996 1,099,230 48,632 16,700 70,975 2,797,236

$

1,225,000 324,799 7,773

$

739,386 172,586 3,800 638,500 28,100 10,000 42,500 1,634,872

$

754,135 175,507 5,800 653,500 27,000 47,500 1,663,442

$

93,800 17,002 1,316 21,960 10,910 144,988

$

166,492 31,742 2,675 40,240 26,303 267,452

$

165,000 30,000 2,972 44,711 16,700 259,383

$

101,383 17,495 1,000 25,500 15,750 161,128

$

103,405 18,180 4,450 16,000 9,450 4,300 155,785

$

191,688 37,302 2,095 78,886 111,366 421,337

$

231,894 52,160 21,545 112,612 189,915 608,126

$

225,000 50,000 23,939 221,511 113,794 634,244

$

127,058 28,981 12,500 52,450 102,400 323,389

$

128,810 30,385 11,500 137,400 2,300 310,395

$

$

90,188 5,592 800 69,700 1,600 33,800 201,680

$

$

166,728 16,674 1,484 119,810 32,893 37,698 375,287

$

$

150,055 15,007 1,336 107,829 2,604 60,928 337,759

$

$

85,939 8,130 62,720 599 30,228 187,616

$

90,190 6,905 800 67,100 40,800 800 206,595

Total Recreation & Community Programming

$

3,926,112

$

5,227,728

$

5,198,303

$

2,888,894

$

3,013,775

Total General Fund

$

19,301,937

$

27,456,601

$

27,039,785

$

16,741,293

$

17,605,468

Redmond Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Other Expenses Programs Capital Improvements Total Redmond Skating Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Capital Improvements Total Skating Aquatics Salaries Fringe Benefits Team Development Contractual Services Commodities Capital Improvements Total Aquatics Concessions Salaries Fringe Benefits Team Development Contractual Services Commodities Other Expenses Total Concessions Theatre Salaries Fringe Benefits Professional Services Contractual Services Commodities Other Expenses Total Theatre

$

FY 2009 5/01/08-04/30/09

$

$

$

$

$

$

$

124

1,050,000 54,036 18,556 78,861 2,759,025

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

Utility Fund Utility Administration Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Other Expenses Total Utility Administration Water & Sewer Billing Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Capital Improvements Interfund Charges Total Water & Sewer Billing Water Distribution Systems Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Capital Improvements Total Water Distribution Systems Water Production Salaries Fringe Benefits Team Development Professional Development Contractual Services Commodities Total Water Production Waster Water Conveyance Professional Development Contractual Services Commodities Capital Improvements Total Waste Water Conveyance

$

245,907 67,306 32,260 0 1,145,816 1,167 1,492,456

$

403,592 154,735 44,128 51,000 2,705,993 8,098 3,367,546

$

486,320 134,179 33,640 5,939 2,525,298 5,212 3,190,588

$

234,171 92,312 20,768 51,000 1,749,971 6,250 2,154,472

$

273,549 100,036 9,200 26,000 2,149,335 6,250 41,075 2,605,445

$

225,219 73,574 26,000 26,650 3,880 27,423 97,500 480,246

$

384,966 102,635 3,333 34,234 32,150 833 66,667 624,818

$

273,388 87,258 312 1,444 42,491 746 66,667 472,306

$

224,276 60,541 2,000 18,000 500 305,317

$

235,700 65,441 60,350 4,000 365,491

367,389 128,106 84 150 102,495 92,070 18,995 709,289

$

638,382 325,392 3,575 12,500 241,465 207,509 51,000 13,000 1,492,823

$

397,000 260,000 280 150,000 135,000 30,772 16,574 989,626

$

418,495 200,553 2,550 12,500 118,425 127,563 30,000 910,086

$

422,165 195,964 2,250 89,425 132,460 36,000 878,264

104,294 33,959 86,468 7,751 232,472

$

167,882 29,060 750 202,016 17,393 417,101

$

134,773 43,746 144,439 15,499 338,457

$

103,860 17,978 600 119,237 9,600 251,275

$

108,100 19,680 600 123,130 8,400 259,910

$

$

$

$

$

$

$

22,629 22,629

125

$

$

112,000 6,200 12,750 130,950

$

$

52,955 52,955

$

$

$

94,000 3,200 5,000 102,200

$

$

$

79,000 3,200 82,200

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget

Waster Water Treatment Salaries Fringe Benefits Team Development Professional Services Contractual Services Commodities Programs Capital Improvements Total Waste Water Treatment Capital Improvements - Purchases - Municipal/Capital/Fleet Team Development Professional Services Capital Improvements Total Capital Imprv - Municipal/Capital/Fleet Capital Improvements - Water Systems Improvements Contractual Services Commodities Capital Improvements Interfund Transfers Total Capital Improvements - Water System Improvements Capital Improvements - Wastewater System-Conveyance Contractual Services Capital Improvements Total Capital Improvements - Wastewater System Conveyance Capital Improvements - Wastewater System-Treatment Professional Services Contractual Services Capital Improvements Total Capital Imprv - Wastewater System Conveyance

$

$

FY 2010

FY 2010

CY 2010

FY 2011

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

45,626 12,718 3,590 91,180 2,148,091 2,085 2,303,290

$

-

45,445 7,867 850 187,900 3,550,413 5,996 500 44,000 3,842,971

$

-

3,063 515 6,434 3,297,129 44,000 3,351,141

$

-

25,362 4,390 650 130,900 2,131,200 3,300 500 2,296,302

$

-

$

-

$

-

$

-

$

-

$

$

-

$

227,200 2,000 1,446,000 1,675,200

$

121,740 750,000 871,740

$

227,200 2,000 1,446,000 1,675,200

$

$

$

-

$

$

-

$

Debt Service - Utility Fund Debt Service - Utility Fund Debt Service - Principal Debt Service - Interest Debt Service - Fees Total Debt Service - Utility Fund Total Utility Fund

FY 2009 5/01/08-04/30/09

$

$ $

$

$

585,000 485,185 1,070,185

50,000 50,000

190,000 500 1,230,000 1,420,500

$

$ $

$

$

1,200,000 918,002 2,118,002

25,000 25,000

25,000 1,000,000 1,025,000

$

$ $

$

$

120,000 918,002 1,038,002

50,000 50,000

190,000 500 1,230,000 1,420,500

$

$ $

$

$

600,000 459,001 1,059,001

44,039 8,203 650 140,400 1,864,424 3,800 2,061,516

337,540 337,540

415,000 3,854,000 4,269,000

920,000 920,000

290,000 540,000 830,000

620,000 431,857 1,051,857

$

6,310,567

$

15,139,911

$

11,354,815

$

10,224,353

$

13,661,223

$

-

$

117,402 22,053 119,140 8,098 20,487 287,180

$

117,402 22,053 119,140 5,212 247 264,054

$

45,411 9,592 20,487 75,490

$

55,027 10,385 90,000 18,000 17,490 60,000 250,902

Stormwater Fund Storm Water Systems Salaries Fringe Benefits Team Development Professional Development Contractual Services Commodities Other Expenses Capital Improvements Total Storm Water Systems Capital Improvements - Stormwater Improvements Professional Services Capital Improvements Total Capital Improvements Stormwater Improvements Total Stormwater Fund

$

$ $

170,157 2,561,387 2,731,544 2,731,544

126

$

$ $

119,140 1,027,914 1,149,054 1,436,234

$

$ $

25,000 500,000 525,000 789,054

$

$ $

108,350 822,490 932,840 1,008,330

$

$ $

700,000 700,000 950,902

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

Capital Improvement Fund Capital Improvements - Purchases - Municipal/Capital/Fleet Salaries Fringe Benefits Team Development Professional Services Capital Improvements Total Capital Imprv - Municipal/Capital/Fleet Capital Improvements - Pedestrian & Bikeway Professional Services Capital Improvements Total Capital Imprv - Pedestrian & Bikeway Capital Improvements - Streets & Highway Salaries Fringe Benefits Team Development Professional Services Contractual Services Capital Improvements Total Capital Imprv - Purchases - Streets & Highway Capital Improvements - Redevelopment Projects Professional Services Programs Total Capital Imprv - Redevelopment Projects Total Capital Improvements Fund

Unincorporated Utility Fund Professional Services Total Unincorporated Utility

Special Service Area #2 Debt Service - Principal Debt Service - Interest Debt Service - Fees Total Special Service Area # 2 Special Service Area #3 Debt Service - Principal Debt Service - Interest Capital Improvements Total Special Service Area # 3 Special Service Area #4 Debt Service - Principal Debt Service - Interest Capital Improvements Total Special Service Area # 4 Special Service Area #5 Debt Service - Principal Debt Service - Interest Capital Improvements Total Special Service Area # 5 Special Service Area #6 Debt Service - Principal Debt Service - Interest Capital Improvements Total Special Service Area # 6

$

-

$

$ $

$ $

-

$

$

317,907 2,267,398 2,585,305

$

-

$

$

$ $

-

57,000 725,348 782,348

$

55,100 115,000 170,100

$

$

$

279,581 500 2,271,947 2,552,028

$

$

$

75,000 925,000 1,000,000

$

471,023 471,023

$

31,002 7,150 38,152

$

$

$

57,000 725,348 782,348

$

185,500 500 1,138,714 1,324,714

$

$ $

800,000 800,000

$

$

$

132,665 132,665

$

75,000 925,000 1,000,000

$

$

1,005,600 1,005,600

55,100 115,000 170,100

290,846 1,296,839 1,587,685

$

$

$

$

5,000 255,000 260,000

515,000 1,800,000 2,315,000

$

2,585,305

$

4,504,476

$

2,229,525

$

3,277,162

$

4,380,600

$ $

79,560 79,560

$ $

-

$ $

-

$ $

-

$ $

-

$

75,000 12,573 350 87,923

$

160,000 8,560 700 169,260

$

160,000 8,560 700 169,260

$

80,000 4,280 350 84,630

$

-

$

$

-

$

$

-

$

$

-

$

$

-

$

127

$

$

$

$

$

$

$

$

$

-

-

-

-

$

$

$

$

$

$

$

$

$

-

-

-

-

$

$

$

$

$

$

$

$

$

-

-

-

-

$

$

$

$

$

$

$

$

$

36,556 664,757 701,313

157,640 2,866,613 3,024,253

11,015 200,300 211,315

107,017 1,946,053 2,053,070

Village of Bensenville 2011 Budget Final Expenditure Budgets by Fund FY 2009 Actual through FY 2011 Budget

Special Service Area #7 Debt Service - Principal Debt Service - Interest Capital Improvements Total Special Service Area # 7

FY 2009

FY 2010

FY 2010

CY 2010

FY 2011

5/01/08-04/30/09

5/01/09- 12/31/10

5/01/09- 12/31/10

1/01/10-12/31/10

1/1/11 - 12/31/11

Actual

Budget

Projected

Budget

Budget

$

$

Special Service Area #8 Debt Service - Principal Debt Service - Interest Capital Improvements Total Special Service Area # 8

$

$

Special Service Area #9 Debt Service - Principal Debt Service - Interest Capital Improvements Total Special Service Area # 9

$

-

$

-

$

-

$

$

$

-

$

$

-

$

3,500,000 1,510,626 25,802 5,036,428

$

$

$

$

-

$

-

$

$

-

$

5,730,000 2,567,225 21,054 8,318,279

$

5,730,000 2,567,225 21,000 8,318,225

-

$

64,133 64,133

$

$ $

1,457,627 1,457,627

$ $

2,444,000 2,444,000

$ $

$

249,206 9,839 259,054

$

$

$

-

$

$

$

-

$

-

$

-

$

$

28,730 522,434 551,164

$

208,162 3,785,335 3,993,497

$

3,350,000 1,231,405 18,157 4,599,562

$

2,828,740 1,117,703 2,800 3,949,243

50,000 50,000

$

41,000 41,000

$

5,000 5,000

2,357,000 2,357,000

$ $

1,460,000 1,460,000

$ $

1,550,000 1,550,000

$

$

55,055 1,001,145 1,056,200

Debt Service Fund $

Debt Service - Principal Debt Service - Interest Debt Service - Fees Total Debt Service Fund

$

Commuter Parking Fund Contractual Services Total Commuter Parking Recycling and Refuse Fund Programs Total Recycling & Refuse Fund Dial a Bus Contractual Services Commodities Total Dial A Bus

$

$

-

$ $

-

$ $

-

$ $

-

Tax Increment Financing (TIF) $

TIF 1 Town Center Redevelopment TIF 2 O'Hare Cargo TIF 4 Grand Ave./Sexton TIF 5 Heritage Square TIF 6 Route 83 & Thorndale TIF 7 Irving Park & Church TIF 11 Grand Ave & York TIF 13 North Industrial District Total Tax Increment Financing (TIF)

$

1,000,921 350 199,505 199,505 303,412 225,493 141,210 2,070,396

$

$

3,308,315 324,880 1,445,136 449,040 451,368 280,712 6,259,451

$

$

3,346,658 324,880 1,445,000 464,712 451,368 280,712 6,313,330

$

$

2,424,249 235,087 1,245,140 299,614 232,395 141,856 4,578,341

$

$

465,600 94,210 250,000 240,010 154,075 15,000,000 16,203,895

Bldg & Property Maintenance Rental Properties

$

19,305 95,740 183,903 229,407 528,355

Total Expenditures $

40,478,686

Contractual Services Other Expenses Capital Improvements Debt Total Bldg & Properties Maintenance Rental Properties

$

128

$

$

3,886 87,963 4,970,093 5,061,942

$

70,854,287

$

$

$

3,800 87,500 4,970,000 5,061,300

$

$

1,000 36,000 4,722,366 4,759,366

$

-

$

63,682,294

$

46,733,033

$

69,897,143

VILLAGE OF BENSENVILLE OFFICIAL COMPENSATION PLAN AUTHORIZED POSITIONS EFFECTIVE 1/1/2011 STEP ADJUSTMENTS EFFECTIVE 5/1/2011 SCHEDULE I: MERIT-STEP POSITIONS

Merit Step Positions

(1) (5)

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

Step 9

Step 10

30,685

31,677

32,668

33,656

34,645

35,636

36,623

37,612

38,606

39,764

1,180

1,218

1,256

1,294

1,333

1,371

1,409

1,447

1,485

1,529

AFSCME Pay Grade 1

Annual

(Includes the following positions: Switchboard Operator/ Receptionist/ Account Clerk I)

Bi-Weekly Hourly

14.75

15.23

15.71

16.18

16.66

17.13

17.61

18.08

18.56

19.12

AFSCME Pay Grade 2

Annual

33,205

34,277

35,346

36,420

37,489

38,562

39,633

40,705

41,776

43,029

Bi-Weekly

1,277

1,318

1,359

1,401

1,442

1,483

1,524

1,566

1,607

1,655

Hourly

15.96

16.48

16.99

17.51

18.02

18.54

19.05

19.57

20.08

20.69

AFSCME Pay Grade 3

Annual

35,874

37,031

38,187

39,347

40,506

41,664

42,820

43,981

45,137

46,491

(Includes the following positions: Billing Clerk III, Secretary III)

Bi-Weekly

1,380

1,424

1,469

1,513

1,558

1,602

1,647

1,692

1,736

1,788

(Includes the following positions: Custodian)

Authorized Positions F/T(2) P/T 3

0

0

1

2

1

4

0

Hourly

17.25

17.80

18.36

18.92

19.47

20.03

20.59

21.14

21.70

22.35

AFSCME Pay Grade 4

Annual

38,140

39,368

40,597

41,827

43,057

44,289

45,519

46,746

47,979

49,419

(Includes the following positions: Billing Clerk IV; Account Clerk IV, Secretary IV)

Bi-Weekly

1,467

1,514

1,561

1,609

1,656

1,703

1,751

1,798

1,845

1,901

Hourly

18.34

18.93

19.52

20.11

20.70

21.29

21.88

22.47

23.07

23.76

Annual Bi-Weekly Hourly

42,111 1,620 20.25

43,613 1,677 20.97

45,112 1,735 21.69

46,614 1,793 22.41

48,115 1,851 23.13

49,615 1,908 23.85

51,114 1,966 24.57

52,617 2,024 25.30

54,117 2,081 26.02

55,741 2,144 26.80

2

0

Annual Bi-Weekly Hourly

44,140 1,698 21.22

45,641 1,755 21.94

47,140 1,813 22.66

48,642 1,871 23.39

50,143 1,929 24.11

51,644 1,986 24.83

53,142 2,044 25.55

54,645 2,102 26.27

56,146 2,159 26.99

57,830 2,224 27.80

3

0

Annual Bi-Weekly Hourly

44,973 1,730 21.62

46,584 1,792 22.40

48,195 1,854 23.17

49,803 1,915 23.94

51,411 1,977 24.72

53,023 2,039 25.49

54,631 2,101 26.26

56,239 2,163 27.04

57,847 2,225 27.81

59,582 2,292 28.65

1

0

(Includes the following positions: Special Clerical Assistant)

AFSCME Pay Grade 7 (3)

Annual

47,476

49,179

50,885

52,588

54,294

55,996

57,702

59,407

61,113

62,947

9

0

(Includes the following positions: Technician II, Mechanic II)

Bi-Weekly

1,826

1,891

1,957

2,023

2,088

2,154

2,219

2,285

2,351

2,421

6

0

AFSCME Pay Grade 5 (Includes the following positions: Technician I, Mechanic I)

AFSCME Pay Grade 5 W (Includes the following positions: Technician I assigned to Utility)

AFSCME Pay Grade 6

22.82

23.64

24.46

25.28

26.10

26.92

27.74

28.56

29.38

30.26

Annual Bi-Weekly Hourly

Hourly

49,504 1,904 23.80

51,207 1,969 24.62

52,913 2,035 25.44

54,616 2,101 26.26

56,322 2,166 27.08

58,024 2,232 27.90

59,730 2,297 28.72

61,436 2,363 29.54

63,142 2,429 30.36

65,036 2,501 31.27

Police Officer (4)

Annual Bi-Weekly Hourly

57,357 2,206 27.58

59,531 2,290 28.62

62,777 2,415 30.18

65,249 2,510 31.37

68,562 2,637 32.96

73,999 2,846 35.58

80,374 3,091 38.64

26

0

Sergeants

Annual Bi-Weekly Hourly

83,090 3,196 30.15

86,054 3,310 31.22

89,467 3,441 32.46

92,885 3,572 33.70

----

----

----

5

0

61

2

AFSCME Pay Grade 7 W (3) (Includes the following positions: Technician II assigned to Utility)

SUB-TOTAL MERIT-STEP POSITIONS:

NOTES (1) Movement through merit-steps occur at 1 year intervals with satisfactory job performance evaluation.

(2) Each position represents full-time equivalent hours of 2080, unless otherwise noted. "Job sharing" is permitted as long as total hours paid do not exceed the amount budgeted for the positions. The number of full-time equivalent positions shall not be increased. Additionally, the allocation of positions between Technician I & II may vary as long as total number of Technician positions is not increased.

(3) Crew Leaders compensation is equal to a 5% increase above Step 10 (J) (4) Specialty Compensation for Detective equals $300 per year (5) AFSCME Contract expires April 30, 2011. Police Officer contract expires April 30, 2012. Sergeant contract expires April 30, 2012.

129

VILLAGE OF BENSENVILLE OFFICIAL COMPENSATION PLAN AUTHORIZED POSITIONS EFFECTIVE 1/1/2011 RANGE ADJUSTMENTS EFFECTIVE 1/1/2011 SCHEDULE II: MERIT PERFORMANCE POSITIONS ANNUAL

BI-WEEKLY

HOURLY F/T(1)

P/T(2)

19.91 15.00

0 0

2 0

11.30 11.30 11.30

16.11 16.11 16.11

0 3 0

1 0 0

1,288 1,365 1,467

11.30 12.26 15.19

16.11 17.07 18.34

0 1 1

0 0 0

1,048 1,174 1,174

1,467 1,802 1,802

13.10 14.67 14.67

18.34 22.53 22.53

1 1 1

0 0 0

49,040 49,050 50,000

1,117 1,117 1,231

1,886 1,887 1,923

13.96 13.96 15.38

23.58 23.58 24.04

3 1 5

0 0 2

33,645 33,645 43,590

54,900 54,900 58,850

1,294 1,294 1,677

2,112 2,112 2,263

16.18 16.18 20.96

26.39 26.39 28.29

1 1 1

0 0 0

Accounts Payable Administrator Community Liaison Civilian Code Enforcement Officer

43,590 43,590 40,845

58,850 58,850 61,105

1,677 1,677 1,571

2,263 2,263 2,350

20.96 20.96 19.64

28.29 28.29 29.38

1 1 1

0 0 0

Civilian Evidence Custodian Code Compliance Inspector Executive Assistant (4)

40,845 40,845 32,695

61,105 61,105 65,000

1,571 1,571 1,258

2,350 2,350 2,500

19.64 19.64 15.72

29.38 29.38 31.25

1 3 1

0 0 0

Plan Reviewer - Inspectional Services Plan Reviewer - Permitting Facilities Operation Manager

43,515 43,515 45,000

65,230 65,230 65,000

1,674 1,674 1,731

2,509 2,509 2,500

20.92 20.92 21.63

31.36 31.36 31.25

1 1 1

0 0 0

Assistant to Director Emergency Management Coordinator5

35,000 50,000

70,790 70,790

1,346 1,923

2,723 2,723

16.83 24.04

34.03 34.03

2 1

0 0

Cable Director

52,205

70,790

2,008

2,723

25.10

34.03

1

0

Merit-Performance Positions

MIN

MAX

17,680

41,415

680

1,593

8.50 10.00

Office Assistant/Investigative Aide Records Clerk Front Desk Clerks (Edge - authorized hours)

23,500 23,500 23,500

33,500 33,500 33,500

904 904 904

1,288 1,288 1,288

Office Manager (Edge) Janitorial Services Manager (Edge) Front Desk Operations Manager (Edge)

23,500 25,500 31,605

33,500 35,500 38,145

904 981 1,216

Aquatic Facilities & Programs Manager Redmond Facilities & Programs Manager Concessions Manager

27,245 30,515 30,515

38,145 46,860 46,860

Administrative Assistant/Administrative Aide Deputy Village Clerk Police Dispatcher

29,040 29,040 32,000

Marketing/Business Development Administrator

Engineering/GIS Coordinator Payroll Administrator/Staff Accountant

PT PW & Authorized Hour Position Plumbing & Electrical PT Inspectors

(3)

MIN

MAX

MIN

MAX

Assistant PW Supervisor/Fleet Manager

50,715

76,117

1,951

2,928

24.38

36.59

1

0

Public Works Supervisor Utility Supervisor

56,350 56,350

84,575 84,575

2,167 2,167

3,253 3,253

27.09 27.09

40.66 40.66

1 1

0 0

Assistant Director of Finance Figure Skating Director Hockey Director/Coach

47,900 45,000 60,000

84,575 84,575 95,940

1,842 1,731 2,308

3,253 3,253 3,690

23.03 21.63 28.85

40.66 40.66 46.13

1 1 1

0 0 0

Director of HR & Risk Management Programming Manager/Hockey Director Deputy Chief

63,250 60,000 66,335

95,940 99,500 99,500

2,433 2,308 2,551

3,690 3,827 3,827

30.41 28.85 31.89

46.13 47.84 47.84

1 1 1

0 0 0

Directors: Finance Community & Economic Development Recreation & Community Programming Public Works Chief of Police

63,250 63,250 76,285 76,285 76,285

125,000 125,000 125,000 125,000 125,000

2,433 2,433 2,934 2,934 2,934

4,808 4,808 4,808 4,808 4,808

30.41 30.41 36.68 36.68 36.68

60.10 60.10 60.10 60.10 60.10

1 1 1 1 1

0 0 0 0 0

Deputy Village Manager

87,725

131,590

3,374

5,061

42.18

63.26

0

0

1

0

SUB-TOTAL MERIT PERFORMANCE POSITIONS:

50

5

GRAND TOTAL ALL POSITIONS:

111

7

Village Manager

Village Manager Compensation Set by Village Board

NOTES (1)

Each position represents full-time equivalent hours of 2080, unless otherwise noted. "Job sharing" is permitted as long as total hours paid do not exceed the amount budgeted for the positions. The number of full-time equivalent positions shall not be increased.

(2)

Part-Time non-exempt positions will be compensated at the hourly equivalent within their range.

(3)

Authorized Positions Column does not include those positions for which total authorized hours are established.

(4)

Position paid an additional stipend of $5,290 for serving as Recording Secretary for Board of Police Commissioners (BOPC)

(5)

Position paid annual stipend of approximately $8,000

130

Appendix D

VILLAGE OF BENSENVILLE CAPITAL ASSET POLICY AND PROCEDURES POLICY

Capital Assets are defined by the Village as assets with an initial, individual cost above a set dollar threshold (see chart below). Improvements done to existing assets that increase the value of the assets should also be capitalized. Normal repairs that merely maintain the asset in its present condition should be recorded as expenditure and should not be capitalized.

VALUATION

All assets reported as capital assets should be recorded at their historical cost or estimated historical cost if purchased or constructed. Cost, for this purpose, includes not only the purchase price or cost of construction, but also any other charges incurred “to place the asset in its intended location and condition for use.” Donated assets should be recorded at their estimated fair market value at the date of donation. This rule applies only to donations made from outside the financial reporting entity.

CAPITAL ASSET CLASSES

Assets are categorized as various classes such as Land, Building and Improvements, Furniture, Machinery and Equipment, Vehicles, and Infrastructure.

The “Land” account includes all land purchased or otherwise acquired by the Village. The land account should include not only the cost of land itself, but also the cost of preparing land for its intended use. Intent, for this purpose, should be judged as of the date of acquisition.

The “Building and Improvement” account includes the value of all buildings at purchase price or construction cost. The cost should include all charges applicable to the building, including broker’s or architect’s fees and interest on borrowed money during construction. Additionally, the account is used for permanent (i.e., non-detachable) improvements that add value to land (e.g., fences, retaining walls). This account also is used for leasehold improvements (i.e.., permanent improvements the Village makes to property it is leasing under an agreement classified as an operating lease).

The “Machinery and Equipment” account consists of property that does not lose its identity when removed from its location and is not changed materially or expended in use. This property should be recorded at cost, including freight, installation and other charges incurred to place the asset in use.

The “Infrastructure” account consists of assets that are long-lived capital assets that normally are stationary in nature and can be preserved for a significantly 131

Appendix D greater number of years than most capital assets. Infrastructure assets are often linear and continuous in nature. The Village’s four Infrastructure subsystems are: • • • •

Infrastructure – Street Network Infrastructure – Water Network Infrastructure – Sanitary Sewer Infrastructure – Storm Sewer

USEFUL LIFE

Following is a listing of the different classes of assets, threshold amount and their standard useful lives.

Asset Land Buildings and Improvements Furniture Machinery and Equipment Vehicles Infrastructure – Street Network Infrastructure – Water Network Infrastructure – Sanitary Sewer Infrastructure – Storm Sewer

Threshold $25,000 $15,000 $5,000 $5,000 $50,000 $50,000 $25,000 $25,000

Years No Limit 3 - 50 3 - 10 3 - 10 30 - 100 30 - 100 30 - 100 30 - 100

The Village does not depreciate land PROCEDURE FOR ADDITIONS & DISPOSALS OF ASSETS The Finance department is responsible for keeping the capital asset records up to date. But the primary responsibility for providing the correct information to the Finance department and verifying the accuracy of the information periodically belongs to the Department Heads.

ADDITIONS

Additions to capital asset account group will be done on an annual basis by the Director of Finance. All assets recorded during the current fiscal year are defined as current year additions. These should include purchases of new as well as used assets, all donated assets and assets acquired through capitalized leases.

Once the capital asset list is updated reflecting current year additions, it will be given to Department Heads to verify and make corrections.

DISPOSALS

All items sold, traded-in, scrapped, abandoned or in any way removed from service during the current fiscal reporting period are classified as disposals.

When the Department Head receives an updated list of the capital assets at the end of each fiscal year, he/she should verify the information and see if all assets are still in service. If there are assets on the list that are no longer in service, they should be retired.

132

Appendix D DEPRECIATION

Depreciation is used to reflect the economic loss in the value of an asset.

Generally Accepted Accounting Principles (GAAP) requires that the method used to allocate the cost of a capital asset over its estimated useful life be as equitable as possible to the periods during which services are obtained from the use of the asset.

In most cases, the straight line method of depreciation will be used for all assets.

133

GLOSSARY

2011 Budget – The 2011 budget refers to the budget for January 1, 2011 – December 31, 2011. In 2010 the village transitioned to a calendar year budget from a fiscal year budget as such the village prepared a 20 month budget for fiscal year 2010 as well as a 12 month budget for calendar year 2010. Both the 20 month FY2010 budget and 12 month CY2010 prior year numbers are presented in this document. In order to have relevant comparisons this budget compares the 2011 budget amounts to the CY2010 budget rather than the 20 month FY2010 estimates.

ADA – Americans with Disabilities Act, legislation that defines accessibility standards for facilities, programs and informational material.

Administration Finance and Legislation (AFL) Committee – Board of Trustees Committee consisting of 4 of the Village Board members and chaired by one of the trustees. Most items that affect the financial operations of the Village are approved by the AFL committee prior to the Village Board taking action.

AED – Automated external defibrillators, which operate automatically to restore heartbeat are now located at most of the village’s facilities.

Annual Budget – A plan approved by the Board of Trustees for raising and expending monies for services provided to the residents.

Appropriations – Amounts expended for the administration, maintenance and management of properties and services for the Village of Bensenville.

Board of Trustees – Independent board of six individuals elected at large for alternating four year terms by the residents of the Village of Bensenville.

CAFR – Acronym for the Comprehensive Annual Financial Report.

CPA – Certified Public Accountant.

CPR – Cardiopulmonary Resuscitation consists of mouth-to-mouth respiration and chest compression and allows oxygenated blood to circulate to vital organs such as the brain and heart.

Community Investment Plan – The name of the village’s 5 year capital improvement program CY2010 Budget – The CY2010 budget refers to the calendar year 2010 budget from January 1, 2010 – December 31, 2010. The village transitioned to a calendar year budget from a fiscal year budget as such the village prepared a 20 month budget for fiscal year 2010 as well as a 12 month budget for calendar year 2010.

134

CDC - The Community Development Commission (CDC) is an appointed citizen review body that conducts Public Hearings on rezoning, conditional use permits, site plans, variances and other development requests.

EAV – Equalized Assessed Valuation, property value on which real estate taxes are levied.

FY2010 Budget – The FY2010 budget refers to the 20 month fiscal year 2010 budget from May 1, 2009 – December 31, 2010. The village transitioned to a calendar year budget from a fiscal year budget as such the village prepared a 20 month budget for fiscal year 2010 as well as a 12 month budget for calendar year 2010.

Fund – Fiscal and accounting tool with a self-balancing set of accounts to record revenue and expenditures.

GAAP – Generally accepted accounting principles.

GASB – Government Accounting Standards Board.

GFOA – Government Finance Officers’ Association.

IEPA – Illinois Environmental Protection Agency IMRF – Illinois Municipal Retirement Fund is a state established retirement fund for municipal workers. Both the employee and the village pay into this defined benefit plan.

Intergovernmental Agreement – The Village maintains intergovernmental agreements with several taxing bodies including the Bensenville Park District, Bensenville School District 2, and Fenton High School District #120.

Modified Accrual Accounting – This basis of accounting recognizes an economic transaction or event as revenues in the operating statement when the revenues are both measurable and available to liquidate liabilities of the current period. Expenditures are generally recognized when an event or transaction is expected to draw on current expendable resources.

MUNIS – Munis is proprietary software used by the village for utility billing, permit processing, and accounting systems.

OMP – The O’Hare Modernization Program (OMP) is a $6.6 billion program to modernize O’Hare airport. The OMP will reconfigure intersecting runways into a more modern parallel layout increasing capacity and substantially reducing delays.

Special Service Area (SSA) – A Special Service Areas is a taxing mechanism that can be used to fund a wide range of special or additional services and / or physical improvements in a defined geographic area within a municipality or jurisdiction.

135

Tax Levy – The amount the Village requests from the property owners, both commercial and residential, to fund the recreational activities of the community.

Tax Rate – The rate derived from dividing the tax levy by the EAV. The tax rate, combined for all funds, is multiplied by the equalized assessed valuation of each real estate parcel to arrive at the taxes owed by each parcel owner.

TIF District – Tax Increment Financing District Version 7.3, 8.1 and 8.2 – Upgraded MUNIS application software.

136